Scot Turner | Why Investing in Training and Development Leads to Greater Employee Satisfaction

So I just wanted to ask, how's your hiring plan going? Is it working for you? Are you attracting the right staff? The Three Critical Steps to Attracting, Hiring & Retaining Restaurant Staff You_re Missing: And if you're attracting the right staff. Do you actually have a critical path for actually hiring them and bringing them on board? It seems like lots of folks are applying in different places and, you know, if you're not acting fast, sometimes they're already gone.

And so what's what's a step that you can actually be taking in your operation to not only attract to the right staff, but to hire them. And then what are we doing about retaining them? So we're going to be talking about. Impactful training what the data is showing us about this generation of workers. And it's a topic as I said, that is near and dear to our hearts because of course we've been saying on this show for over a year, the retention is the new cool.

And we'll get into that and a lot more right after these messages. Welcome to turning the table, the most progressive weekly podcast for today's food and beverage industry featuring staff centric operating solutions. for restaurants in the hashtag New Hospitality Culture. Join Jim Taylor of Benchmark60 and Adam Lam as they turn the tables on the prevailing operating assumptions of running a restaurant in favor of innovative solutions to our industry's most persistent challenges.

Thanks for joining us. And now onto the show. This episode is made possible by E Vocalize. E Vocalize makes complex local digital marketing push button easy for anyone. Empower your franchises with programs that automatically optimize performance and program spending across Google, Facebook, Instagram, and TikTok. All from one easy to use collaborative marketing platform. To find out more, Go to turningthetablepodcast.

com forward slash evocalize and Jim we've already gotten some action in the chat, so we want to welcome Andrew Jones is saying good afternoon. And of course, at this point we'd like to bring in very good friend of ours, Scott Turner, the principal of Auden hospitality coming to us from from England. Where apparently you're having some English sunshine outside, which is actually right.

And I, Great shout out to Karen, who's coming to us from Abu Dhabi. Hi, Karen. Now, I think that's, I think that's where you do some work as well, don't you, in the Middle East, Scott?

But you know, I said something earlier that I've never said before, but

actually when I was in the in the flow of doing it and reflected on it after I thought, you know, actually what an amazing what an amazing period to be in. And that was I. Don't think we've ever been in such a time where it's so exciting in terms of the workforce that's coming through as it is right now, because the workforce that's coming through now, right now are probably never been so creative as they are today.

And that gives us a huge opportunity from a, from an industry perspective to really start going into the next level of, of what this industry can become in terms of people embracing. Tech embracing different values, being more creative.

And I think, you know, everything, sometimes you can find yourself talking about this subject and you can start getting focused on the negatives too often, and I think it's worthwhile just celebrating that for a minute that we're in a, an amazing period now that people can capitalize on it. We're going to start seeing some special stuff coming through, I think. So that was one of my key takeaways from today.

Right. So I think it's just forcing our industry to just be creative and look at things differently. I agree completely.

through and all of a sudden that bandaid's been ripped off and we're starting to see people fall through the cracks, whether that's businesses or whether that's people. And it's, you know, the, the people who come to work for us have never had so much choice, potentially so much power. And so many opinions in terms of what, what is right and what is wrong.

And I think that is again, you know, I've shared stories before of when I came back from the Middle East to the UK and I saw such a change in the workforce that it did take me time to adapt and it did take me time to understand what was different. But we have to be clear about it, that the new generation have got a bigger, much bigger voice than we ever did. They are much more vocal about what they want and what they expect from people.

We are the people who have to change because they, they are not going to do that. So I would encourage anyone listening to the show. That's a leader right now, finding it difficult to, to keep people. We need to start looking at retention as a key key strategy because, it's not going to go away.

that I can, you know, and Scott, you just were nodding going like, okay, that's, you know, that's interesting. And I think the first part of that stat that people latch onto is this 80 percent piece they go, oh, my gosh, everybody's brand new. Right.

And they worry about the lack of experience or the, how much they get up to train people or, you know, what industry are they coming from all of But the other side of it is also, I think, equally interesting for our industry from from you know, making sure that there's a reminder that we do need to change and evolve, because what that's also telling us is that only 20 percent of the people working in hospitality are crazy enough to try again. The rest of them are going, I'm out.

This is, you know, it's not for me anymore. So that's the one I jump on to. It's okay. If only 20 percent of people are actually. You know, willing to try again, for lack of a better way to put it, then that means we have to find a better way to hire, train and retain those

So we're right at that limit where, you know, folks are looking to see, you know, what changes we've made. You know, I call this the great reset. What a great opportunity for us to, like, think of different ways.

And to your point, Scott, you know, really listen to our potential staff members because they're telling us what they're looking for and will be to us if we're going to be complacent enough to say, well, no, no, no, no, no. I wanted to return to the way it was before because it's, it's never going to get that way. So I just wanted to highlight the first part of this, which is how to attract to the right staff.

And our friend Jensen Cummings loves to say that, you know, every, every hospitality company, restaurant, hotel, chef, catering company is a food service company and also a media company. And the quicker they get on that and understand that part of their business is to own their narrative, which means, you know, taking this out. You know, and using that and creating fun little short form videos and posting them in the places and on the platforms where your potential associates might be.

And that might be TikTok where a large portion of that younger crowd is, but also just showing, you know, sure, there's some gravitas to what we do and some of

us take it a little bit more seriously than others, but you know, it's also fun. It can be fun and to be able to illustrate that in little short term, short short form videos. And as I like to say to my chef friends, stop posting static pictures of food, man. Nobody gets that except other chefs. So, you know, whether it's, you know, food porn or whatever, but you're talking within the bubble and you're not necessarily going outside of that to engage them where they're at.

And I think that's probably another piece, Scott, to your point, you know, we gotta be where they're at. We can't just ignore them and expect them to come up to our level. And that's what right before we went live, we were having a conversation about short form video training. Which to me is like one of the most exciting things out there, because to be honest, as an operator, that's one piece I would really like to offload because there's just so much that capitalizes on our time.

So speak to that. Wouldn't you? Because I think that probably goes towards. Maintaining and retaining great staff, right? Are they being trained properly? Do they have a clear career trajectory through the organization?

Things of that sort. So can you speak to that for a bit?

And I went and spoke to, to these guys, Jonah and, and Jules And I saw what they had and I listened to what they said and instantly I said to them, let me work with you. Let me work with you, because this has the opportunity to change how we train people in the industry. And it's a system called Blend. And what it is, is it's video, first short form training content. An employee can create a training.

Session in about two to three minutes if they've already got the video on there It's as easy as posting on tiktok instagram and on the rest of it What got me intrigued by the whole thing was a couple of things first of all, they were talking about how the generation today Even us, the other generation, but how we consume content today is in short form content, whether that's written, whether that's pictures, whether that's video, but it's starting to lend more towards

towards video now and what they were talking about was how the, because we're also used to consuming content in short. Our concentration levels don't extend into long form. So if you're going into a business and you're on the way into work and you're consuming everything in short form and you're watching videos, you're scrolling through reels, et cetera, and then you walk into your first day's training in a new job. And you sit there and the training manager's there and she gets all hyped up.

But she brings up the PowerPoint that has one of 43 slides. Your team will switch off because that to them is the idea of it. Whereas if you are in there and it's short, it's buzzy, it's small, it's short, impactful sessions, it's much likely to stick with them because they'll feel more engaged and their brains are used to going two minutes impact, stop, two minutes impact, stop, scroll, scroll, scroll. It's a bit like when you're working out, right?

doing a four minute sprint is as good as doing a 20 minute run. It's that type of, it's that type of scenario. So that was the first piece that like really got me intrigued in this, in terms of going, do you know what? We need to bring these people into our circles when we're deciding what the strategy is around how we communicate to our people, because they're the people who know how to be engaged their way. So that was the first piece.

And then the second piece in that was, you know, We're always looking now as a business because of increasing costs to look at where efficiency efficiencies can be and what's the first thing that goes in those businesses. Often it's training. So the whole platform was around, you know, if I can take a video

in a restaurant of food, but when the food comes to my table and I can put it on Instagram within two minutes, why can someone not do that? When it comes to training. So instead of you needing to pay for the videographer to do a video of the chef making the dish to them, get the edits back and four weeks later, you might have. The menu there and you lose all the agility around how we need to how we need to run restaurants at the minute.

Why can't we do that in real time and be really authentic around how we put it together? It doesn't need to be, it doesn't need to be tidy. It's a training video. It needs to show real life. It needs to be, it needs to be authentic. And if we can do that. On an iPhone or an Android or whatever format people are using, and we can get that uploaded as a module, as a training module in two to three minutes.

How powerful is that from a training perspective, that you could have a full menu done in an afternoon that your team can then be actively trained on that night? It's, it's super powerful. Yeah. And, and, you know, As soon as I saw this and heard the pitch and heard what

it was all about, I had to work with them because I just think it's, it's, it's a, if, you know, I've seen it in practice, it is looking really strong, but I just think there's an opportunity where anyone can invest that type of format with a system or not, and just introduce that into the business, right? WhatsApp groups, we all have, you know, training platforms. How can we start taking those PowerPoints away, putting video in there? Right.

And then what, what are the new workforce wanting from people? They want in genuine, they want people to be genuine. They want authenticity, you know, hashtag no filter. So, actually not making things look pretty, not making things look too too... Precise and everything actually sits with them far greater than going out, getting a videographer done and touch ups and all the rest of it.

So I think there's a huge potential to really look at to really look at things differently when it comes to, to how we train our people. And it's back to that, you know, back to that, how do we attract people properly? Again, let's start talking to them as Adam said, on tik tok and shop form and why does your. Why does your customer guest message have to be different from your employee message? It doesn't, it doesn't have to be, it's, it's about, you know, the same values stick for everyone.

So I think it's, it's, how do you talk to everyone? On the same message that keeps the brand kind of conducive to what it is and starts really, you know, talking in the same way. And I think you know, that's key. Another subject I brought up this morning actually is that, you know, I'm not sure we do a great job sometimes in the industry of showing how good we can be. I think we, we, you know, we're a bit understated. We're like a Brit. We're understated.

You know, we don't, we don't stand up and shout from the rooftops and say what we can do for people.

And sometimes I think we can be a bit selfish and going, we're going to teach you how to serve plates and do silver service in the old days and this type of thing. Actually, think of the soft skills that you learn in hospitality. Even if you come and do a two year stint while you're in university and you're a transient employee, think of the skills that you leave with. And I don't think we do enough of shouting about that. I don't think we do enough of that.

Sharing that with people when they in the industry to then keep them engaged until when they leave, because all those soft skills that you pick up that I've certainly picked up from being in the industry, I wouldn't have gotten if I hadn't worked in hotels, restaurants, etc. So I think, you know, from an attraction purpose, I think we should stop being so selfish about how we great running restaurants.

And I think should start talking more about, you know, We can teach you how to deal with pressure. We can teach you how to budget, how to finance, how to how to yield. You know, let's, if I'm running a book in a restaurant, I'm learning how to yield inventory that can go into so many different careers, but we don't swap them from restaurant into others to show people that they're actually learning different skills. So I think, you know, there's a, there's a huge piece around, around.

Sharing how great we are as an industry. Yeah,

I was talking with DJ who is the host of the podcast for seven shifts the other day great guy. And he's, he does some awesome content for them. And we were talking about a survey that they had done. That they pulled, I don't know, a few thousand and DJ, if you see or hear this, don't I apologize if I butcher the number, but they pulled, let's say

thousands of restaurant operators in North America on what the biggest challenges were that they were facing right now. And inflation was number three, I believe. But the first two were retention was the thing that they found was the hardest thing to deal with in the industry right now. And the second thing was their labor cost management. And so we were having this discussion about.

Well, if, if you improve the training, which would improve the retention, potentially your labor costs would come down because the cost of turnover is so high. Right? So it's interesting to see that those were number 1 and number 2. And just that the discussion around how connected those

And the manager is left with, what do I do? Where's the, where's the easy fact trim just cut training, which then compounds the number one problem, which is retention, right? Do you understand what I'm, you agree with what I'm saying? I'm curious your take on that because, and, and Adam in the back house too, from a chef's perspective, there's so much to unpack there, I think.

Very little is set aside like, okay, here's 2, 000 a month for training, which might mean getting everybody together around a table and learning how to break down a whole swordfish or something along that lines, right? Because now, Scott, to your point, you're assisting them and building skills that are going to last them in the rest of their lives.

And that is an incredibly important thing and something I don't think we think a lot about as a matter of fact, I was having a conversation with Greg Gorgon from the Pineapple Academy, which is kind of a similar thing. They have these short form videos and you can actually upload your own as well to create this blended environment. Everything from how to turn a fryer on to how to, you know, clean out a sink or whatever. But the thing is, you know, I said, so, so you have all these hard skills.

Like, what about the soft skills? Like there's something to be said about teaching somebody how to, you know, manage a table, how to tour somebody through the menu, how to really invest in what it's like. To be a hospitarian because somewhere along the line, it just became a transaction in a lot of operations and it's just like, okay, what's your, what do you want? And let's go now.

You know, I go to a diner and that's the way that I order because first thing in the morning, you know, I'm not really looking for that hospitality piece is so important. And I just want to kind of highlight this one, which Karen through a very, very poignant Point into the chat, which is agree. The industry does not promote itself. Well, nor effectively to any generation, not just the younger crowd.

And I thought this was pretty sage because she says many early retirees are looking for part time, temporary jobs and overlooked due to age. So this idea of ages and existing, and we can only. bring in young staff is probably missing the boat because there's a huge work force out there that would love to be engaged, who love to be in relationship, who are great at the table side.

So I know that there's a couple of things in there, but if we're not budgeting for training, then we're just doing everybody a disservice.

yet neglects personal and professional development, essential ingredient to engage and retain employees. And I don't know about you guys, but my dad didn't teach me about finances. My very first credit card I got at 18 was a Montgomery ward credit card back in the day when there was Montgomery war. That's probably dating myself and they had a gas station. So that's what I used. But I busted it out within 18 months. I'm like, what do you mean? I have to pay this back. What do you mean?

There's actually more money. So to your point, Scott, like teaching people on how to actually budget and use their money. Some of the technology out there where you can access a portion of your earned pay already by using this particular card is a great way to start, have a conversation because the fact is, is that we're not just hiring hands, we're actually hiring a whole human being.

And so to the effect that they can be successful in their personal life, they also get to bring that in and become successful within the operation. So,

Whether that is, you know, digital marketing, whether that is wellbeing, whether that's mental health, whether that's back to your point, financial training. And you know that they want these soft skills as much as they and they're willing to do the other bit, but they want that as well. And I think that's where now we have to do that.

And if we're sitting down and have meaningful conversations and connections with our teams and we're saying to them, you know, what do you, what, what do you want? What, what, how can we help you? And you've got a student there who's training for, it. I don't know, marketing course. And she says, I want to learn more about digital marketing. If we want to keep that person there for all of the duration of her studies, we need to help her deliver that.

Does she look after the social media accounts? Does she look after Insta stories? Does she go and spend some time with the marketing guys? So I think we have to be a little less worried about the fact that people might leave and be a little bit more interested in what they want, because if we keep them for that duration, it's ultimately going to be. A retention perspective and all rest. I think it, it's a huge thing that's changing a little bit there as well.

And you know, I, I think it's a really good point from, from that perspective to, to kind of bring that

So it's about ultimately it benefits the business in an indirect way. It's showing your people that you care and you know, that, that came up a lot in the conversation we had earlier is how do you show people you care because that makes a huge difference to how people think, you know, salary is great, etc, etc. And it's funny, I was speaking to a hotel GM, literally about half an hour ago, and he's just gone back to the properties working in now after 3 years.

And I said, how come you've gone back? And he turned around and said, you know what, here they look after people's... Well, and in 3 years, I've come back and there's about 60 percent of the people who were here before still here now, because they just look after them so well, understand there's lots of the kids, etc, etc. And it's, you know, it's sometimes it's those little bits that people are driven by. It's not the only one. We talked about, you brought up Jensen Cummins earlier, and

I shared this example on the call this morning, but. I saw him do a post a few weeks ago about how he was getting some, I think it was 75 no shows for interviews. And the next day he went on video, sent everyone a WhatsApp message beforehand saying, looking forward to seeing you tomorrow, this is how you get here, blah, blah, blah, blah, blah. And very personal, direct, and I think he got, was it 80 people showed up the next day. I tried that with an operator last week. Or was it this week?

This week. And we, we got, we've been getting zero. We've been getting no one turning up. I tried it this week, 52 percent of people turned up. That's from zero to 52. And the F& B manager literally got on a WhatsApp and said, It's in a hotel.

Got on the WhatsApp. This is the nearest tube. When you get to the lobby, be a bit intimidating, but go upstairs, speak to the hostess. I'll be along. I know you come in. So even if I'm a bit late, cause I'm caught up, don't worry. I'll be there. 52 percent of people turned up. So it just goes to show that by having that little bit of effort, that little bit of care makes such a difference to, to people. And, and that's amazing. It's a great

And they actually have a video platform for hiring and vetting associates that works exactly the same way for 49 bucks, man, 49 bucks. You put that in. And now all of a sudden there's a direct pipeline and people are seeing your face and they get to know that, you know, you care and that you're, that they're safe, right? That safety and the care is like one of the two biggest, highest things. And I was thinking about.

You know, the retention piece when you were talking about and Jim, I know we talked about this on the show before, but there's an operator that basically went to the craft store and got a big piece of whiteboard and posted it in the kitchen. And he created basically a personal development scorecard for his associates. So I want to go to school. Okay. What are the steps in that?

And, or I want to write a book and he would post that up and they would celebrate those wins with the associates in front of everybody. Like it doesn't have anything to do with work. I mean, you might say that, but any, any, any time you're building a skill, you're that's going to show up everywhere, but now you're. showing that you care enough about them in their personal lives to see them win.

And, you know, very often there may be some wisdom that you have that you can share with them is to, to facilitate that journey. And now all of a sudden you're not necessarily a leader anymore, but you're a mentor because now you care about them in a personal way. And I think that there's Like, yeah, there's some technology out. That's that's fantastic. And there's a cost associated yet.

If we're really asking our associates what they're actually looking for very often, those are those are dimes to the dollar or, you know, pennies to the quit or whatever you want to call it. But and it takes a little bit of creativity, but, you know, we've got this great thing called Google. And YouTube, which is the second largest search engine in the world, there's somebody probably modeling something like that. It just takes the time to actually look. Yeah.

Let's add benefits, unlimited vacation, you know, 401k matching in the U. S. or, you know, RRSP in Canada or whatever it's called, UK you know, savings matching type stuff. Or, you know, pet insurance or whatever it might be, they're adding all these benefits to try to improve the life portion of work life balance. But so many companies are missing the opportunity to improve the work part of work life balance.

And, you know, Anthony made a comment we were talking about that it's all, all of that stuff outside of work. Is for nothing if the second you come back to work and you're overwhelmed or stressed out, right? So we've been having a lot of discussion lately and the stuff that the work that they're doing to basically recreate the entire management and employee experience.

Is doing some really cool things for them from a retention perspective, but they're looking at lifestyle and workload and stress management and, you know, all these different, the whole service model is changing. So there are some really good companies, like you said, Adam, whether it's on YouTube or LinkedIn or wherever you find them that are doing some really good stuff around that.

cared for, that they're more than just a pair of hands or a strong back, that there's somebody that's actually looking out for them and their welfare that goes a long ways. Got to your point. Like, that's why people come back. I mean, you go to university for a year and you come back and you're in the summertime and you go right back to these, a lot of folks go right back to their old employers because they know. That they're going to be valued and cared for. Yeah,

And I think, you know, sometimes we get, especially in the minute with, with tech and things we get all. Or don't we, and how can we buy things or how can we give them benefits, pensions, et cetera, et cetera. And don't forget the simple things, because sometimes the simple things can be just as impactful. And yeah, I think, I think it's, it's, it's huge, isn't it? And it, and it doesn't cost anything as well. You know, great stuff, food it doesn't cost anything.

So all those types of things are big and can have a big impact and can make a difference on. What your people think and how they feel valued as well. Some of the best people we've all worked for are the ones who knew your name when you were low down the ranks and you couldn't believe he remembered what you were called.

And I think I shared this the last time I was on you know, I, I still remember now the GM I had when I was 19 years old, who at nine o'clock and three o'clock went around the whole hotel and said hello to every single person. And I still remember him now. X amount of years on and you know, it's yeah, don't forget the simple stuff.

And he's a nine to five schedule type guy. Right. And he would walk around the restaurant. And he would say hello to customers and he would say hello to every staff member. And finally, one day I was like, listen, like funny enough, his name is also Jim. But I said, Jim, what, what are you doing? Like, is your family not wondering where you are? You should be home for dinner kind of thing right now. And I'll never forget his response.

He goes, if you think for a second that that office that I sit in all day is what this is all about, like you're crazy because the people that are in here right now, the customers and the staff are the reason we're in this business. So he goes, your aspiration shouldn't be to go sit in an office all day. Your aspiration should be to take better care of your employees and your customer, because that's why we're here. And I was like, I'm going to just shut up now kind of thing.

Right. But I've never forgotten that, you know, it's just such a good reminder.

So as a podcaster, you go through a couple of exercises in order to make sure that you're speaking to the right person, that you have the right audience, et cetera. And very often that And we have avatars for every single one of our podcasts, you know, including a picture and a short form, like a little paragraph about where they're at in their life. And I know that some companies employ hiring profiles, but hiring profiles are very often around skill sets instead of that.

So an interesting exercise would be to create an avatar for each one of your positions. And to me, the best leaders, the best mentors were the ones who came in and, you know, sure, they go and talk to all the line staff, but they make a particular point of like going into the prep area or the dish area. And not just like across. The dish pit window, but actually going in there into their work environments to take time to shake their hand and say, what's up?

Because to the point, you know, there are most valuable associates because we can, we can pick up a lot of slack, but I don't know about you, man, but I don't want to get stuck in the dish pit on a Friday night. Right. So kind of those unsung heroes to be able to elevate their voices so that they feel seen, heard and valued is another incredibly important thing.

And kind of by osmosis, as we start to use more emotional intelligence in the way that not only we're dealing with our emotions, but also the emotions of others, that's modeling something for them that they can take away. And implement in their own life, whether or not they're actually aware of it or not. I mean, some of the best techniques I've ever learned about mirroring and having conversations with other people I learned in other environments and like, Oh, that's revolutionary.

I can't believe it. Even though it might feel a little weird at the beginning, but people appreciate the fact that you're actually. mirroring back what they're saying. So that I listen, I want to make sure that I understand you completely. Is this what you're actually saying? Or, or can you straighten me out to your point? Scott, the simple things saying hello, saying goodbye, asking about their family, how are your kids? Do you have everything you need for today? Do you have the tools?

Do you have the information? Do you have the time to do it? And very often. Yeah. Speaking only of myself. I probably didn't ask a lot of those questions earlier in my career because I didn't want to give a shit. I had enough on my plate. And I, the story I made up for myself was like, yeah, everybody's got their own problems, including mine and theirs. And they're just going to have to figure out a way to do it. And I never really.

Understood that it was my job one to make sure that they had the training, the tools, the time to actually succeed because nobody wants to fail. Nobody wants to go to work and do a shitty job.

Now, we wrote pillars the other day and our personalities and our behaviors, I always put them in the same because for me, they're all the same. And we have this restaurant and I think if I remember right, they were charm. Playful sophisticated and one of the, so we then had a conversation to the, okay, when we're doing social media, we need to make sure that it's playful, but charming, there's a sophistication, et cetera.

When we're hiring people, let's go out and find people who are, who've got that cheeky element to them. That can be a little bit playful. They've got the charm with the, with the guest and they're not robots. Whereas if we were in a fine dining restaurant that was silver service and it was very kind of black tie and all the rest, we shouldn't be going out and finding someone who's eccentric.

So I think, you know, always go back to what your brand values and brand pillars, brand behaviors are, and make sure that the person sat in front of you is the person who fits that because just hiring someone isn't going to get over the problem. It might put the sticky plaster on, but when you both work out that you're not the same, ultimately it's going to, it's going to end. It's just, it's natural because you're not, you're not the right fit. So I think, you know, hiring right.

And going back to that, that says, you know, it might take me a bit longer.

I might have to go understaffed a bit longer, but it's the right thing to do helps. And I, I always had a I was used to say to people who work to me sometimes is you know, Don't have tough conversations with people because it's better to know that you're in the mess and that's the nice way, that's the nice way I referred to it. It's better to know you're in the mess than to be put into the mess because someone phones in sick or realizes that they don't want to.

Come in because they're not in the right place. You can plan to be short staffed. You can't plan to be short staffed if someone does it within an hour's notice. So it's always better to have those difficult conversations or to make the difficult decisions because it makes it more sustainable in the long run, reduces turnover, increases retention, doesn't have bad apples in the team that can make things worse.

So, you know, again, if we're talking about how to have great retention, how to have great attraction and hire the right people. hire the right people. That's, that's going to solve some of the other problems as well. And then yeah.

temporarily discomforted because it might mean I have to take this position over or, or shift things around. And now things are a little bit tighter than I want. But ultimately, doesn't that person walk away with a much greater sense of themselves? And the organization and you as a leader, because.

You know, typically in that situation, what you move them out, you, you make a change and still think like, no, no, no, no. They're really great with the guests, but they just happen to be wrong for this particular mechanic or this particular skill set. And yet they might, they might brilliantly at the host stand. But for most of us, we never give them a chance because we're afraid of being, like I said, temporarily

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