Scot Turner of Auden Hospitality joins Jim Taylor and me, Adam Lamb, on this episode of Turning the Table.

We talk about ways in which restaurant operators can fully embrace the cultural change and staffing challenges happening in the hospitality industry and be out front of the wave.

Scot talked about:

1.) Take 5 minutes to get out of the hustle and grind, and come back to your operation curious about what's working and the possibilities.

2.) Forecast & Manage your staff workloads (Benchmark Sixty can help you with that!)

3.) Engage your staff - ask them what they need and what they want.

4.) The article we referenced from Fast Company: How to move from managing to leading

5.) Consider what you risk by NOT embracing this change.

To find out more about Scot Turner and Auden Hospitality, connect with him via LinkedIn

OR Check Out Auden Hospitality by clicking here.

Turning the Table Is the most progressive weekly podcast for today's food and beverage industry, featuring staff-centric operating solutions for restaurants in the #newhospitalityculture.

Join Jim Taylor of Benchmark Sixty and Adam Lamb 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.

Sponsored by Benchmark Sixty Restaurant Services

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Adam Lamb: 00:00:00

Well, welcome back to another episode of turning the table.

Adam Lamb: 00:00:04

My name is Adam Laman.

Adam Lamb: 00:00:05

We're here with Jim Taylor of benchmark 60, and this show is about staff centric

Adam Lamb: 00:00:11

solutions for today's restaurant operators and how they can leverage some new

Adam Lamb: 00:00:17

information to create a workplace culture that anybody would be happy to work at.

Adam Lamb: 00:00:24

Hey, Jim.

Adam Lamb: 00:00:25

I'm great.

Adam Lamb: 00:00:25

How are you?

Adam Lamb: 00:00:26

I'm doing fantastic.

Adam Lamb: 00:00:27

How's how's the how's life with the new baby.

Jim Taylor: 00:00:31

It's amazing.

Jim Taylor: 00:00:32

It's just different.

Jim Taylor: 00:00:33

Right.

Jim Taylor: 00:00:33

Just trying to get, get used to the, the chain, but it's, it's amazing.

Jim Taylor: 00:00:36

She's great.

Jim Taylor: 00:00:37

So, thanks.

Adam Lamb: 00:00:37

That's fantastic, man.

Adam Lamb: 00:00:39

Yeah.

Adam Lamb: 00:00:39

And you know, today's topic is kind of apropo because today's topic is, you

Adam Lamb: 00:00:43

know, willingly embrace the change.

Adam Lamb: 00:00:45

So how have you gone about willingly embracing this huge change of

Adam Lamb: 00:00:50

having a brand new life in your.

Jim Taylor: 00:00:52

Well, I mean, how can you not for one, right?

Jim Taylor: 00:00:54

I mean, it's, it's what amazing experience, but yeah, I mean, we've been

Jim Taylor: 00:00:59

talking my wife and I have been talking lots about the fact that it's, there's

Jim Taylor: 00:01:03

this, you know, lots of good stuff going on in, in the business side of things

Jim Taylor: 00:01:09

and in, you know, spending time with guys like you and talking about how to move

Jim Taylor: 00:01:12

the, the restaurant industry forward and that kind of thing, but there's also,

Jim Taylor: 00:01:15

you know, my office is at home, so.

Jim Taylor: 00:01:18

Right.

Jim Taylor: 00:01:18

Feet away.

Jim Taylor: 00:01:19

There's, you know, a, a draw on someone else on hospital time.

Jim Taylor: 00:01:21

So it's been interesting to kind of figure out that balance, but

Jim Taylor: 00:01:24

it's a, it's a really good problem to have, so, yeah, everything's

Adam Lamb: 00:01:27

great.

Adam Lamb: 00:01:27

That's awesome.

Adam Lamb: 00:01:28

So perhaps I want to just start off in this place where we're

Adam Lamb: 00:01:31

talking about embracing the change.

Adam Lamb: 00:01:33

And for anybody who's perhaps unclear about what we might be talking about.

Adam Lamb: 00:01:39

We're talking specifically about the hospitality, food and beverage industry.

Adam Lamb: 00:01:42

And of course there was the huge upheaval with COVID.

Adam Lamb: 00:01:45

But after that, when everybody started coming back and reopening,

Adam Lamb: 00:01:49

uh, many operators were that it wasn't business as usual.

Adam Lamb: 00:01:52

And we're trying to figure out what the heck to do.

Adam Lamb: 00:01:55

And they were confronted by, you know, some things that hadn't happened before.

Adam Lamb: 00:01:59

So what change are we actually talking about?

Adam Lamb: 00:02:03

Well,

Jim Taylor: 00:02:04

it, you know, in, in my, in my opinion, the, the change in

Jim Taylor: 00:02:08

restaurants has been, I mean, it's been all encompassing that's happened.

Jim Taylor: 00:02:12

And, you know, I think the change that we wanna spend more time

Jim Taylor: 00:02:14

talking about is, is how to make this more of a people-centric industry.

Jim Taylor: 00:02:18

I want, I, you know, at the risk of saying again, I mean, we wanna make

Jim Taylor: 00:02:21

it more about, you know, people loving working in restaurants again, but, you

Jim Taylor: 00:02:24

know, I was thinking about knowing that we were gonna have this conversation

Jim Taylor: 00:02:26

thinking about just all the stuff that's happened over the last few years.

Jim Taylor: 00:02:29

And you know what, I don't blame most operators for forgetting a little bit

Jim Taylor: 00:02:34

about their people, which might sound crazy mm-hmm . But if you think about,

Jim Taylor: 00:02:39

they went from open to close, to open, to close to takeout, to, you know, building.

Jim Taylor: 00:02:45

Temporary patio to all these different things that were being thrown at

Jim Taylor: 00:02:47

them, credits, repay those credits, pricing changed, inflation, all

Jim Taylor: 00:02:51

of this stuff that's going on.

Jim Taylor: 00:02:53

I don't, I don't blame them for getting really caught up in that.

Jim Taylor: 00:02:56

Mm-hmm I think where there's opportunity and where I hope a lot

Jim Taylor: 00:02:59

of operators are starting to think now is that this labor shortage and

Jim Taylor: 00:03:02

retention challenge that's happening is the next version of those things.

Jim Taylor: 00:03:06

And if they don't address that the same way that they addressed closing,

Jim Taylor: 00:03:09

opening takeout, you know, temporary patio, all of these different things.

Jim Taylor: 00:03:14

They're gonna be in, you know, equally, if not more trouble than they were

Jim Taylor: 00:03:18

based on those other variables.

Jim Taylor: 00:03:19

So, you know, I think that's a change that we wanna

Adam Lamb: 00:03:21

talk about.

Adam Lamb: 00:03:22

Yeah.

Adam Lamb: 00:03:22

And I, I couldn't agree with you more, um, during COVID and post COVID,

Adam Lamb: 00:03:27

I, you know, kudos to most of the restaurant operators out there because.

Adam Lamb: 00:03:33

There wasn't a challenge that they didn't necessarily have some response to.

Adam Lamb: 00:03:38

Like you said, some folks completely changed their closed their dining

Adam Lamb: 00:03:40

rooms and set up tables on the sidewalk socially, socially distanced.

Adam Lamb: 00:03:44

So they were all up for whatever operational challenges were thrown

Adam Lamb: 00:03:49

at them in order to stay open.

Adam Lamb: 00:03:50

And yet now that things have kind of relaxed a little bit and things

Adam Lamb: 00:03:53

are quote unquote, back to normal.

Adam Lamb: 00:03:55

Now, all of a sudden they're discovering.

Adam Lamb: 00:03:58

There's a lot of challenge.

Adam Lamb: 00:03:59

As far as keeping staff, attracting staff attracting the right staff.

Adam Lamb: 00:04:03

And that's why we're so excited to bring on Scott Turner from Oden

Adam Lamb: 00:04:08

hospitality all the way from England, because this is something that's

Adam Lamb: 00:04:11

near and dear to his heart as well.

Adam Lamb: 00:04:12

Warning Scott, how are you?

Adam Lamb: 00:04:14

Hey

Scot Turner: 00:04:14

Adam.

Scot Turner: 00:04:14

Hey Jim.

Adam Lamb: 00:04:15

Hi.

Adam Lamb: 00:04:18

Welcome now for anybody, that's not either with you in your work.

Adam Lamb: 00:04:22

I loves for you to kind of give us a, a thumbnail sketch of your efforts to this

Adam Lamb: 00:04:27

end, but maybe you can first start off by telling us what Aden actually stands for.

Scot Turner: 00:04:32

Sure Aden stands for old friend.

Scot Turner: 00:04:35

And when we were, when we were looking at the name for the business, you know, we,

Scot Turner: 00:04:39

we really wanted to put it around people.

Scot Turner: 00:04:42

And why did we choose our old friend?

Scot Turner: 00:04:44

Because your oldest friend is generally the person you turn

Scot Turner: 00:04:47

to and you're our hour of need.

Scot Turner: 00:04:48

And it's the guy who you always turn to for advice and, and trust.

Scot Turner: 00:04:52

So it just seemed like a.

Scot Turner: 00:04:54

Name to call the business.

Scot Turner: 00:04:56

And a few of the people who were on board and on the team with me, we've

Scot Turner: 00:04:59

worked with for a number of years.

Scot Turner: 00:05:01

So, uh, they kind of fit the whole thing around audience.

Scot Turner: 00:05:04

So, yeah, that was really nice.

Scot Turner: 00:05:05

But you know, in a nutshell, we are really passionate about

Scot Turner: 00:05:09

helping restaurant entrepreneurs.

Scot Turner: 00:05:11

Young brand chefs really grow, develop, and.

Scot Turner: 00:05:16

For the future.

Scot Turner: 00:05:17

And you know, we're going to talk about a much more important

Scot Turner: 00:05:19

subjects than, than that soon.

Scot Turner: 00:05:21

But I think it's really important that as we start building brands and we start

Scot Turner: 00:05:25

building new vitality ventures, we start thinking about the people that sit inside

Scot Turner: 00:05:29

of it because they are the people who are going to be the heroes of the future.

Scot Turner: 00:05:32

Right.

Scot Turner: 00:05:32

So we are working with entrepreneurs, as I said, with chefs.

Scot Turner: 00:05:36

And, uh, we're looking at everything from it, starting the brands,

Scot Turner: 00:05:39

starting the concepts, looking at business plans, how to make it viable.

Scot Turner: 00:05:42

When's the right time to jump.

Scot Turner: 00:05:44

When's the right time to hold.

Scot Turner: 00:05:45

And then when we get in operations, how we develop amazing cultures that really

Scot Turner: 00:05:49

fit around the principles that we have.

Scot Turner: 00:05:52

And

Adam Lamb: 00:05:52

can you talk a little bit about what those principles are?

Adam Lamb: 00:05:55

What are the, what are the core values that you and Oden hospitality

Adam Lamb: 00:05:59

strive to embody and also to.

Adam Lamb: 00:06:01

Impart to other operators.

Scot Turner: 00:06:03

Yeah.

Scot Turner: 00:06:04

You know, we thought a lot about this and, you know, I kept coming

Scot Turner: 00:06:07

back to, you know, the classic thing of mission, vision values.

Scot Turner: 00:06:12

And I scrapped mission because I replaced it with ambition because to

Scot Turner: 00:06:17

me, ambition is one of those things that you don't ever have to achieve.

Scot Turner: 00:06:21

Isn't it a great goal to try and achieve it.

Scot Turner: 00:06:23

And I think if you set an ambition, it's generally much greater than ambition.

Scot Turner: 00:06:28

So I, I went with an ambition with the values.

Scot Turner: 00:06:30

We looked at passionate because who in this industry isn't passionate.

Scot Turner: 00:06:35

Right, right.

Scot Turner: 00:06:35

You know, if you guys have just been talking about it, but if,

Scot Turner: 00:06:38

if we look at the history of hospitality, most people didn't set.

Scot Turner: 00:06:42

On a, on a track to coming to hospitality, they did it as a part-time

Scot Turner: 00:06:46

job while they were at university.

Scot Turner: 00:06:47

They did it as a part-time job.

Scot Turner: 00:06:49

When the, you know, they were first at school.

Scot Turner: 00:06:51

My first job in this industry was a silver service waiter back in the day

Scot Turner: 00:06:55

is when you were doing banquets and you just fall in love with it, right?

Scot Turner: 00:06:58

You fall in love with the adrenaline.

Scot Turner: 00:06:59

The, the fact that things are different every day.

Scot Turner: 00:07:02

The fact that you, you you're serving people, you're meeting people

Scot Turner: 00:07:05

and you just wanna stick around.

Scot Turner: 00:07:07

Right.

Scot Turner: 00:07:07

So.

Scot Turner: 00:07:08

That was, that was why passion was important to me.

Scot Turner: 00:07:11

The next one was curious because I.

Scot Turner: 00:07:13

Without curiosity, how do you ever find things that are new and, you know, back to

Scot Turner: 00:07:18

Jim's point about having two young kids, I've got three and five year old, and that

Scot Turner: 00:07:22

curiosity, you know, is just infectious.

Scot Turner: 00:07:25

So that whole why, why, why, why?

Scot Turner: 00:07:27

Uh, it's just a great skill to have.

Scot Turner: 00:07:29

Right.

Scot Turner: 00:07:29

And you lose it as you get older, but we go back to that and then, you

Scot Turner: 00:07:32

know, from there that's, that's really where it was, where it was built all

Scot Turner: 00:07:35

on, you know, so curious, passionate.

Scot Turner: 00:07:37

That's what it's all about

Scot Turner: 00:07:39

for.

Adam Lamb: 00:07:39

Now what, give us an idea of what your back background is.

Adam Lamb: 00:07:43

What are the, what are the specific skill sets and strengths that you bring to odd

Adam Lamb: 00:07:47

and hospitality that, that you had kind of built up over your hospitality career?

Scot Turner: 00:07:51

Yeah, sure.

Scot Turner: 00:07:52

So I started in hotels, as I said, at silver service wedding in bank did hotel

Scot Turner: 00:07:56

management at university, you know, and, and I look at that time late a drive in

Scot Turner: 00:08:00

exam because, uh, I'm not sure I've used too much of it since learned it all on

Scot Turner: 00:08:04

the job, but, uh, you know, there we go.

Scot Turner: 00:08:06

I've got the certificate and wedding hotels, Fivestar hotels.

Scot Turner: 00:08:09

I did, you know, country, household hotels.

Scot Turner: 00:08:12

I did city hotels went to the dochester collect.

Scot Turner: 00:08:15

As F and B manager.

Scot Turner: 00:08:16

I got a Michelin star there when we were there as well in the restaurant.

Scot Turner: 00:08:20

So, you know, that was great.

Scot Turner: 00:08:22

Opened three hotels, opened many restaurants within those hotels.

Scot Turner: 00:08:26

And then I got to a certain level in hotels where for me, the next

Scot Turner: 00:08:30

stage was kind of going to a hotel manager, general manager, looking

Scot Turner: 00:08:34

after rooms, housekeeping engineering.

Scot Turner: 00:08:36

And I just kept finding myself, going back to the.

Scot Turner: 00:08:40

And finding an excuse to go back to the past.

Scot Turner: 00:08:42

And I thought, you know what?

Scot Turner: 00:08:44

Hotels same far walls, different, you know, different place to

Scot Turner: 00:08:48

go on the tubing and jump off.

Scot Turner: 00:08:49

But it's the same thing.

Scot Turner: 00:08:51

Breakfast, lunch, dinner, and decided to go into independent restaurants,

Scot Turner: 00:08:54

new to Dubai for five years, running independent restaurants, working

Scot Turner: 00:08:58

with amazing companies against hospitality over there, who, one of

Scot Turner: 00:09:02

the, you know, the, the largest home.

Scot Turner: 00:09:04

Restaurant groups there worked with Ellen Deka, worked with China grill management.

Scot Turner: 00:09:08

So, you know, some, some really big names came back to the

Scot Turner: 00:09:12

UK just before COVID and you.

Scot Turner: 00:09:15

In a, in a thrown into the fire pit.

Scot Turner: 00:09:17

I moved back literally a couple of days before the lockdown here.

Scot Turner: 00:09:21

And we were operating 10, 11 QSR restaurants at the time.

Scot Turner: 00:09:24

And we had to navigate through COVID.

Scot Turner: 00:09:26

You know, we had to consolidate our estate into, into operations that were working.

Scot Turner: 00:09:31

Same as you were saying, you know, we, we consolidated restaurants

Scot Turner: 00:09:35

into inters from and we looked at how we did delivery and we made

Scot Turner: 00:09:40

delivery of base park where we did, we looked at kitchens, ghost kitchens.

Scot Turner: 00:09:43

And really navigated through there.

Scot Turner: 00:09:45

And then, you know, it, it got to a stage where I just wanted to help new brands

Scot Turner: 00:09:50

and I wanted to make an impact and I wanted to see people grow for the future.

Scot Turner: 00:09:55

And that's why I decided to move away from being an employee.

Scot Turner: 00:09:59

And became someone who was there to help and advise and grow and develop.

Scot Turner: 00:10:05

And, you know, I keep coming back to the word, inspire a lot, but to me,

Scot Turner: 00:10:08

that's, what's really important now about this industry is that we, we are

Scot Turner: 00:10:11

start inspiring people, our guests, our people, suppliers, you know, everyone

Scot Turner: 00:10:17

that sits within that E eco system of, of running great F and B experience.

Scot Turner: 00:10:21

I think now it more than any time, it's about inspiration

Scot Turner: 00:10:24

and having moving forward to be

Adam Lamb: 00:10:26

successful.

Adam Lamb: 00:10:27

I couldn't agree.

Adam Lamb: 00:10:28

I kind of wanted to kick off this conversation with an article that I came

Adam Lamb: 00:10:32

across this morning from fast company and I'll, I'll post the link in the chat.

Adam Lamb: 00:10:35

It's the, the articles titled you need a leadership makeover.

Adam Lamb: 00:10:39

If you're just focused on getting things done, here's how to do it.

Adam Lamb: 00:10:42

And the first paragraph is kind of a resting cuz it says a recent McKenzie

Adam Lamb: 00:10:46

study on the great resignation arrived at a stunning conclusion.

Adam Lamb: 00:10:48

Despite the fact that millions of workers have been leaving their jobs

Adam Lamb: 00:10:51

every month for nearly two years, companies still don't really have a

Adam Lamb: 00:10:54

grasp on why their employees quit.

Adam Lamb: 00:10:56

While employers believe people are resigning to get bigger paychecks

Adam Lamb: 00:10:59

and gain a better work life balance.

Adam Lamb: 00:11:00

The truth is something far simpler workers told McKenzie.

Adam Lamb: 00:11:03

They specifically left because they didn't feel valued by their

Adam Lamb: 00:11:06

organization or by their manager.

Adam Lamb: 00:11:08

And they didn't feel a sense of belonging at work, which blows me away.

Adam Lamb: 00:11:14

And his conclusion is, is that too many workplace managers are so focused on

Adam Lamb: 00:11:17

doing on achieving on moving the ball down the field, that they rarely take time to

Adam Lamb: 00:11:21

consider how their employees are feeling.

Adam Lamb: 00:11:22

And this lack of awareness is repeated.

Adam Lamb: 00:11:25

Proving to be their downfall.

Adam Lamb: 00:11:26

If they're not feeling the love, people are especially willing to

Adam Lamb: 00:11:29

seek it in a job somewhere else.

Adam Lamb: 00:11:32

So, Jim, what about the love?

Adam Lamb: 00:11:33

Shouldn't there be more love in the restaurant industry?

Jim Taylor: 00:11:36

A hundred percent there should.

Jim Taylor: 00:11:37

It's amazing.

Jim Taylor: 00:11:38

You know, and, and obviously all of us, as, as Scott said, started

Jim Taylor: 00:11:42

somewhere in the restaurant industry, you know, most of us not looking

Jim Taylor: 00:11:46

for a career when we first got into.

Jim Taylor: 00:11:48

But that's why we stayed.

Jim Taylor: 00:11:51

Right?

Jim Taylor: 00:11:51

Whether that, you know, you could use that term in lots of different ways in

Jim Taylor: 00:11:55

terms of what part of the industry we fell in love with, whether it's the culinary

Jim Taylor: 00:11:57

side, the service side, the vibe that the people, you know, all these different

Jim Taylor: 00:12:00

things, but for all and all the above.

Jim Taylor: 00:12:03

But that's, that's, I think the interesting shift that's happening in

Jim Taylor: 00:12:07

the industry right now, right, is there's there needs to be, as this article was

Jim Taylor: 00:12:12

talking about a bit more of a shift in terms of companies looking for ways to

Jim Taylor: 00:12:16

get their people to fall in love with the.

Jim Taylor: 00:12:18

Because it's, it's become, it's swung, you know, so far the other

Jim Taylor: 00:12:21

way where people are just, it's just a job and, you know, they will go

Jim Taylor: 00:12:24

look somewhere else really quickly.

Jim Taylor: 00:12:26

And we're starting to see some really cool things come up.

Jim Taylor: 00:12:28

I mean, Adam, you and I have talked about some of these examples of companies

Jim Taylor: 00:12:31

doing crazy outside the box stuff to make sure people love where they work.

Jim Taylor: 00:12:34

I mean, the guy who Jenson Cummings, I mean, you've met him.

Jim Taylor: 00:12:38

We both have him talk about that company that added pet insurance

Jim Taylor: 00:12:41

for every employee that works.

Jim Taylor: 00:12:43

Because they don't want anyone in the, in the company to ever have to run into

Jim Taylor: 00:12:46

a situation where their, their dog or cat or whatever is in, you know, in trouble.

Jim Taylor: 00:12:50

Like what a, what a good outside the box way to keep people, you

Jim Taylor: 00:12:54

know, understanding that the company they work for cares.

Adam Lamb: 00:12:57

Yeah.

Adam Lamb: 00:12:58

I, I couldn't agree more.

Adam Lamb: 00:12:59

I mean, and that caring thing is so subjective, right.

Adam Lamb: 00:13:03

Because what might matter to one person is not gonna matter to

Adam Lamb: 00:13:06

another person and let's face it.

Adam Lamb: 00:13:07

There's always those staff members who.

Adam Lamb: 00:13:10

You know, the, the pantry woman that's been there for 10 years and she's

Adam Lamb: 00:13:15

completely content with her space and doesn't necessarily want to, or

Adam Lamb: 00:13:20

have the wherewithal to move up or, or, you know, and the other point in

Adam Lamb: 00:13:27

this article that I thought was really fascinating is that, and this goes back

Adam Lamb: 00:13:30

to shout out to Allison Anne that we had on last week is that if leaders

Adam Lamb: 00:13:33

aren't actually self-aware of their, of.

Adam Lamb: 00:13:36

Of their own stuff, their own inner work, then there's no way

Adam Lamb: 00:13:40

that they can be good leaders.

Adam Lamb: 00:13:42

They'll, they'll end up defaulting to that manager of like, it

Adam Lamb: 00:13:44

feels good to get stuff done.

Adam Lamb: 00:13:46

Right.

Adam Lamb: 00:13:46

Scott, and

Scot Turner: 00:13:48

it, yeah.

Scot Turner: 00:13:49

You know, I, I think it's that saying, right?

Scot Turner: 00:13:51

Every, every kitchen needs a kitchen portal, but not every

Scot Turner: 00:13:54

kitchen portal wants to be a chef.

Scot Turner: 00:13:55

Right.

Scot Turner: 00:13:56

You know?

Scot Turner: 00:13:56

We have to, we have to understand what, what our people want and what

Scot Turner: 00:14:00

purpose they they're there for.

Scot Turner: 00:14:01

And some people don't want to be executive chefs.

Scot Turner: 00:14:03

Now, it, it it's for me, you know, the interesting thing about the, a

Scot Turner: 00:14:08

article you just read as well is, you know, most people won't tell their

Scot Turner: 00:14:11

employers when they're not happy or when the culture isn't there.

Scot Turner: 00:14:14

If the culture isn't there.

Scot Turner: 00:14:16

It has to be offered because if you go to an, an exit interview with her HR

Scot Turner: 00:14:21

and listen, you know, why you leave it?

Scot Turner: 00:14:22

How many people are actually really going to sit because the culture's not good.

Scot Turner: 00:14:26

They're not, they just want get out of there as quickly as possible because

Scot Turner: 00:14:28

the mind has been made up once ago.

Scot Turner: 00:14:30

So I think it is about that.

Scot Turner: 00:14:32

I think, you know, Jim's talked about some of the benefits.

Scot Turner: 00:14:35

I was speaking to a, a recruiter yesterday and he said that he'd just

Scot Turner: 00:14:39

been in an argument with his accountant because he gives everyone works for.

Scot Turner: 00:14:43

He's 16 people, a thousand pounds a year to spend anywhere they

Scot Turner: 00:14:47

like, because that's mental health.

Scot Turner: 00:14:49

And he said, his way of his mental health is he builds Lego.

Scot Turner: 00:14:53

Right.

Scot Turner: 00:14:54

And that's his thing.

Scot Turner: 00:14:55

He gets in his zone and he builds his Lego, you know, the big

Scot Turner: 00:14:58

ones, Titanic and all the rest.

Scot Turner: 00:14:59

And that's his way of dealing with his mental health, because it helps his

Scot Turner: 00:15:02

accounts kind of sitting there going, how do I justify this Audi commit?

Scot Turner: 00:15:06

Is that.

Scot Turner: 00:15:07

The benefit is that people can use it in any way.

Scot Turner: 00:15:10

They like the mental health.

Scot Turner: 00:15:11

So I think, you know, going on the days where it's 28 days holiday, where

Scot Turner: 00:15:15

it's, you know, we give you some nice healthcare, but actually in reality,

Scot Turner: 00:15:18

is it really, is it really nice?

Scot Turner: 00:15:20

And you know what else we give you free food in the restaurant

Scot Turner: 00:15:23

and we've gotta be more creative.

Scot Turner: 00:15:25

Now.

Scot Turner: 00:15:25

I, I, I spoke to Jim before about, we did a, an amazing benefit.

Scot Turner: 00:15:30

What we thought was an amazing benefit.

Scot Turner: 00:15:32

We all sat there in corporate office thinking we have done this now our

Scot Turner: 00:15:35

employee, engagement's going to go up, tapping ourselves on the back.

Scot Turner: 00:15:39

And, you know, we got them all a platform.

Scot Turner: 00:15:41

I won say, which, but you got discounted vouchers.

Scot Turner: 00:15:43

And we thought the fact that they could get 5% off in the supermarket

Scot Turner: 00:15:46

here was going to change the life.

Scot Turner: 00:15:48

Right.

Scot Turner: 00:15:48

And we had no engagement apart from on one module and it was online GP, which.

Scot Turner: 00:15:55

In 30 minutes, any member staff could speak to a GP online and

Scot Turner: 00:15:59

they didn't have to go to a doctor, which I dunno what it's like there,

Scot Turner: 00:16:02

but notoriously is difficult here.

Scot Turner: 00:16:04

And that was the only thing that they engaged.

Scot Turner: 00:16:06

So we canceled.

Scot Turner: 00:16:07

And we went and looked for online GP for everyone because

Scot Turner: 00:16:10

that's what was important.

Scot Turner: 00:16:11

And I think it's, it's understanding and knowing and bringing your

Scot Turner: 00:16:15

people into those conversations to go, what is important.

Scot Turner: 00:16:18

And then there's the must haves for me, nutritious staff food.

Scot Turner: 00:16:21

We've talked about it a lot.

Scot Turner: 00:16:22

I I've talked about it a lot.

Scot Turner: 00:16:23

It doesn't cover any extra to give someone nutritious staff food,

Scot Turner: 00:16:27

but mm-hmm, people don't do it.

Scot Turner: 00:16:29

And then wouldn't it be great to sit round a table together and do it,

Scot Turner: 00:16:32

you know, recently in the UK we had a inwe we're not built for heat, Wes.

Scot Turner: 00:16:37

Would people give chill, drinking water to people.

Scot Turner: 00:16:40

I'm not sure, you know, there's, there's all these things that I think

Scot Turner: 00:16:44

that must house the non-negotiables that are really easy costs.

Scot Turner: 00:16:46

No.

Scot Turner: 00:16:47

And then the ones where you want to add value and you wanna spend

Scot Turner: 00:16:50

money, that've got to be worthwhile.

Scot Turner: 00:16:51

Otherwise, the only thing that you doing is giving everyone a tap on

Scot Turner: 00:16:55

the back in, in head office and that achieves nothing, you know?

Adam Lamb: 00:16:58

Right.

Adam Lamb: 00:16:59

Everybody's kind of, everybody's kind of clapping themselves on the back of

Adam Lamb: 00:17:03

like, look at us, look what we can.

Adam Lamb: 00:17:05

In conversation with you yesterday.

Adam Lamb: 00:17:06

One of the things that jumped out at me is that one of the, one of your

Adam Lamb: 00:17:10

insights into that you bring to your new clients, especially when they're

Adam Lamb: 00:17:14

doing a build out is to make sure that the space is all ergonomic.

Adam Lamb: 00:17:18

Now I have been , I've had two back surgeries and I realized that

Adam Lamb: 00:17:25

for 30 years bent over at a 40 degree angle over a table, that's

Adam Lamb: 00:17:29

too short, you know, for most of.

Adam Lamb: 00:17:31

We're pretty stubborn, you know, we'll, we can deal with anything and

Adam Lamb: 00:17:35

it takes nothing to grab another, a number 10 can and put 'em underneath

Adam Lamb: 00:17:38

the, the table legs to bring it up to a height that now you're standing.

Adam Lamb: 00:17:42

So this idea of ergonomics, I think not only speaks to what, what

Adam Lamb: 00:17:47

the immediate need is, but also future need of that staff member.

Adam Lamb: 00:17:51

Whereas you're assisting them to maintain their health in a way that they

Adam Lamb: 00:17:55

might not even be cognizant of a time.

Adam Lamb: 00:17:57

So it's like make hidden benefit that they probably wouldn't say, oh my

Adam Lamb: 00:18:00

God, but anybody who's worked in the kitchen to be able to stand straight up

Adam Lamb: 00:18:04

and man cut that's that's juicy, man.

Scot Turner: 00:18:07

No, for sure.

Scot Turner: 00:18:08

Right.

Scot Turner: 00:18:08

And you know, the, the scary thing is, is if we went and worked in any

Scot Turner: 00:18:12

reputable company that runs an office, they will really think about how to make

Scot Turner: 00:18:17

sure people are comfortable at a desk.

Scot Turner: 00:18:18

Make sure that the computer height is right, so that the not crouch still.

Scot Turner: 00:18:21

Right.

Scot Turner: 00:18:23

That's that's something that's done.

Scot Turner: 00:18:25

My wife used to work in an office at the law firm and they did that all the time.

Scot Turner: 00:18:28

They used to have people coming round and checking posture.

Scot Turner: 00:18:31

We don't do that in restaurants, but we're on our feet every single day.

Scot Turner: 00:18:34

And, you know, just putting the table higher, the right level for a, chef's

Scot Turner: 00:18:38

gonna make a fundamental difference, getting the lighting right in kitchens.

Scot Turner: 00:18:42

Ah, I mention mention that that.

Scot Turner: 00:18:45

Not being teed, bright, not giving people, headaches, the temperature,

Scot Turner: 00:18:48

making sure that's that's right.

Scot Turner: 00:18:50

You know, and help lets put a speaker in there so that they can

Scot Turner: 00:18:53

hear what the customers hear and everyone's in the same vibe, you know?

Scot Turner: 00:18:56

So I think we've gotta start doing that because I think the people of

Scot Turner: 00:18:59

today and the young generation of today are looking for something different.

Scot Turner: 00:19:03

They're looking for employers who want to have thought about

Scot Turner: 00:19:06

things properly and, and they're looking for places to go and work.

Scot Turner: 00:19:11

They looked after and you can see it in the blood.

Scot Turner: 00:19:13

You can see it in the design.

Scot Turner: 00:19:14

You can see how it, how it feels because let's face it.

Scot Turner: 00:19:17

There's so many more cool companies like Google, like Facebook, these

Scot Turner: 00:19:21

type of people, whether can go work in real sexy offices now.

Scot Turner: 00:19:25

And it's more cool.

Scot Turner: 00:19:26

So we've gotta, we've gotta go with that.

Scot Turner: 00:19:29

Otherwise we, as an industry will be left behind.

Scot Turner: 00:19:31

Right.

Scot Turner: 00:19:32

So I think it's really important that people consider workflows.

Scot Turner: 00:19:35

You know, people not pushing past, is there enough space in the.

Scot Turner: 00:19:39

Are we just trying to squeeze that little extra meter does it really make

Scot Turner: 00:19:44

that much more revenue compared to your guys who might leave because they keep

Scot Turner: 00:19:49

bumping into each other or breakages?

Scot Turner: 00:19:51

So I think, you know, it's, it's all these things there.

Scot Turner: 00:19:53

People have got to start asking questions of, is it really adding value?

Scot Turner: 00:19:57

Because I saw a step today from hospitality rising here today that

Scot Turner: 00:20:02

the cost of people in labor turnover is in the billions in the UK.

Scot Turner: 00:20:07

So how much does that all meet on that bar?

Scot Turner: 00:20:10

Really make a difference if all the revenue you're making from having

Scot Turner: 00:20:14

that extra meter, me just spending it back on turning employees,

Scot Turner: 00:20:18

because they don't, they're not comfortable where they're working.

Scot Turner: 00:20:21

So I think we've gotta start asking different questions,

Adam Lamb: 00:20:25

asking different questions.

Adam Lamb: 00:20:26

It's so important.

Adam Lamb: 00:20:27

And a lot of what you're talking about, you.

Adam Lamb: 00:20:30

Is work workload related right now, all of a sudden you're focused

Adam Lamb: 00:20:34

on from an ergonomic standpoint.

Adam Lamb: 00:20:37

And Jim, I know we at benchmark 60 talk a lot about workload measuring it.

Adam Lamb: 00:20:42

I wanna ask you so.

Adam Lamb: 00:20:45

I've understood for a long time that most people in the hospitality industry

Adam Lamb: 00:20:48

are confrontationally inverse, right?

Adam Lamb: 00:20:50

They want everything to be.

Adam Lamb: 00:20:51

They want everything to be in harmony.

Adam Lamb: 00:20:52

They want everybody to be happy yet to Scott's point about engagement.

Adam Lamb: 00:20:56

You know, I get that.

Adam Lamb: 00:20:58

Some managers may not necessarily want to ask their associates what they

Adam Lamb: 00:21:03

need, what they want for fear of that.

Adam Lamb: 00:21:05

They're gonna need to give away the house.

Adam Lamb: 00:21:08

And in fact, that's typically not what they're looking for.

Adam Lamb: 00:21:12

Since this is a solution oriented show.

Adam Lamb: 00:21:15

What can you say to the restaurant manager or the restaurant owners who's either

Adam Lamb: 00:21:19

watching or listening now who's decided that this weekend they're gonna go in

Adam Lamb: 00:21:22

and they're gonna gauge their staff and, and, and listen to what they say mm-hmm

Adam Lamb: 00:21:28

Well,

Jim Taylor: 00:21:29

I think the, the first thing that everybody thinks about anytime, and

Jim Taylor: 00:21:32

it, this could be people related or not.

Jim Taylor: 00:21:34

Right.

Jim Taylor: 00:21:34

I mean, you think about it in terms.

Jim Taylor: 00:21:36

Like Scott was saying all the transition that they had to do.

Jim Taylor: 00:21:39

And every offer restaurant operator in the world can relate to the

Jim Taylor: 00:21:43

transitions that they had to do to take out on all those different things.

Jim Taylor: 00:21:45

The first thing that comes to everybody's mind is how much is this gonna cost?

Jim Taylor: 00:21:49

How much do I have to spend to make this happen?

Jim Taylor: 00:21:52

How much is this benefit gonna cost?

Jim Taylor: 00:21:53

How much is the cold drinking water gonna cost?

Jim Taylor: 00:21:55

How much is the air conditioning unit gonna cost?

Jim Taylor: 00:21:58

How much is the, you know, all of that stuff, it's all about, you know,

Jim Taylor: 00:22:01

restaurant operators are notorious for feeling like the margins are incredibly

Jim Taylor: 00:22:05

sin and anything that's an added cost is gonna put me outta business.

Jim Taylor: 00:22:08

I, I get it.

Jim Taylor: 00:22:09

That it's fair.

Jim Taylor: 00:22:11

We talk about workload a lot because it doesn't cost money

Jim Taylor: 00:22:14

to manage and measure that.

Jim Taylor: 00:22:16

It doesn't cost money to go to your team and say, we have a strategy

Jim Taylor: 00:22:20

in place that will actually protect how hard you have to work, because

Jim Taylor: 00:22:25

we don't want you to burn out.

Jim Taylor: 00:22:27

You know, we don't wanna, and, and Scott, you were mentioning the exit interview.

Jim Taylor: 00:22:31

Well, if the culture's not right and we don't protect the employee experience in

Jim Taylor: 00:22:34

the right way, chances are, they don't go over the exit interview anyways.

Jim Taylor: 00:22:37

They just don't show up for it, or they just don't participate.

Jim Taylor: 00:22:40

But it's, you know, it's interesting in my corporate experience, you know, over

Jim Taylor: 00:22:43

the years, The annual survey, the, the feedback request form, all these things.

Jim Taylor: 00:22:49

They didn't really ever give us anything because the people that weren't happy or

Jim Taylor: 00:22:53

the people that weren't being protected in the right way, they weren't there anymore.

Jim Taylor: 00:22:57

So they didn't sell it out.

Jim Taylor: 00:22:59

Right.

Jim Taylor: 00:22:59

And I think trying to find ways, whether it's workload management

Jim Taylor: 00:23:03

or some of these things.

Jim Taylor: 00:23:04

To try to stay ahead of that problem before it, so you can understand

Jim Taylor: 00:23:07

what's happening before the employee gets burnt out before they come to

Jim Taylor: 00:23:11

you and say, I'm exhausted before they need a personal health day.

Jim Taylor: 00:23:14

You know, those, those things are just becoming more and more important.

Jim Taylor: 00:23:16

And if we can include that in messaging to employees and say, as a company, we

Jim Taylor: 00:23:22

have a strategy and a, and a policy in place that will actually protect how

Jim Taylor: 00:23:28

hard you have to work to prevent burnout.

Jim Taylor: 00:23:30

I.

Jim Taylor: 00:23:31

Of the things that, you know, I think everybody is speaking about right now

Jim Taylor: 00:23:34

in terms of the current generation is they wanna feel protected, right?

Jim Taylor: 00:23:39

They want feel, they wanna be where there's a purpose.

Jim Taylor: 00:23:41

They wanna feel like they're included.

Jim Taylor: 00:23:43

They wanna feel like they have a say, they wanna feel like they're protected.

Jim Taylor: 00:23:46

And you know, that's part of that I think is, is really making sure that the, the

Jim Taylor: 00:23:51

people who are working in our industry now feel like someone's looking out for me.

Jim Taylor: 00:23:55

Hmm.

Jim Taylor: 00:23:55

That's

Adam Lamb: 00:23:56

not just in.

Adam Lamb: 00:23:58

Yeah, it's emotional and physical safety and it's all kind of intertwine.

Adam Lamb: 00:24:01

One another.

Scot Turner: 00:24:02

I think just, just under that point, as one idea is, you

Scot Turner: 00:24:06

know, I, we're not sitting here and I definitely am saying I'm, I'm perfect.

Scot Turner: 00:24:10

Okay.

Scot Turner: 00:24:10

So in corporate offices, it's really easy to get into the system and you're

Scot Turner: 00:24:15

in the system and you under pressure and you've got people talking and you're

Scot Turner: 00:24:20

talking about revenues and costs and.

Scot Turner: 00:24:22

We're sitting there today and looking at what the government

Scot Turner: 00:24:25

are giving us here in the UK.

Scot Turner: 00:24:26

And we're, we're like analyzing every, every word.

Scot Turner: 00:24:29

So we're not perfect.

Scot Turner: 00:24:30

But one thing that I've learned from stepping out of that corporate environment

Scot Turner: 00:24:34

is stepping out the situation and looking in you won, you know, you, you

Scot Turner: 00:24:40

putting your hands over your eyes in terms of how many mistakes you made

Scot Turner: 00:24:43

when you were in the environment.

Scot Turner: 00:24:44

So on the back of what Jim was saying, I would encourage any managers at that

Scot Turner: 00:24:48

point to maybe just step out of the.

Scot Turner: 00:24:52

If that's possible, step out of the challenges and try and look independently

Scot Turner: 00:24:58

and objectively at the, at the situation, because that's what I've

Scot Turner: 00:25:02

been able to do since stepping out of the day to day corporate environment.

Scot Turner: 00:25:05

And it's been, it's been enlightening, you know, it's been enlightening

Scot Turner: 00:25:08

and, and the more and more people I talked to who were talking about.

Scot Turner: 00:25:13

It becomes much more powerful and you realize that there has to be a change.

Scot Turner: 00:25:17

So, you know, there's so many people talking about, Jim's doing a great

Scot Turner: 00:25:20

job, Adam, you doing a great job.

Scot Turner: 00:25:21

There's you know, Michelle here in the UK, it was, it was really forward thinking in

Scot Turner: 00:25:25

terms of leadership is doing a great job.

Scot Turner: 00:25:27

And I think it's about those managers.

Scot Turner: 00:25:28

If they're struggling, reach out to the people who are talking about

Scot Turner: 00:25:31

it, because would say, because we're not in it data them, and it's

Scot Turner: 00:25:36

really easy to then sit objectively.

Scot Turner: 00:25:38

Outside of, of that and talk and be a bit more independent and

Scot Turner: 00:25:42

challenge more because you don't have those pressures coming in, but

Scot Turner: 00:25:45

there's a lot of things you can do without spending extra, extra money.

Scot Turner: 00:25:48

Yeah.

Jim Taylor: 00:25:49

Yeah.

Jim Taylor: 00:25:50

And, and the spending extra money thing.

Jim Taylor: 00:25:51

I think Scott is gonna continue to this, this employee engagement, turnover,

Jim Taylor: 00:25:55

retention thing is gonna continue to push its way to the forefront.

Jim Taylor: 00:26:00

It is slowly being started or starting to be talked about more

Jim Taylor: 00:26:03

the cost associated with that.

Jim Taylor: 00:26:05

Right.

Jim Taylor: 00:26:05

And so if we think about how much did the transition to take out

Jim Taylor: 00:26:08

cost, how much did the closure cost?

Jim Taylor: 00:26:10

How much did paying back your government loans cost as a restaurant

Jim Taylor: 00:26:13

operator while the next one coming?

Jim Taylor: 00:26:15

You know, I firmly believe that the next one coming is how

Jim Taylor: 00:26:18

much is your turnover costed?

Jim Taylor: 00:26:20

Right.

Jim Taylor: 00:26:20

And, and, you know, it's this, one's not about generating

Jim Taylor: 00:26:23

more revenue to cover the cost.

Jim Taylor: 00:26:24

This one's actually about looking at the model and the business and the people

Jim Taylor: 00:26:27

differently so that we can reduce that expense because it's crazy, right?

Jim Taylor: 00:26:32

I mean, yeah.

Jim Taylor: 00:26:33

I think Canada, I was reading the other day, they're saying now it's

Jim Taylor: 00:26:35

$2,500 to replace an hourly employee.

Jim Taylor: 00:26:37

And I was talking to a restaurant the other day that is short 70 people.

Scot Turner: 00:26:43

Scary is it?

Scot Turner: 00:26:44

I don't even how many people have sat in those boardrooms that does come

Scot Turner: 00:26:48

with, with senior directors and that we need a point off the phone cost.

Scot Turner: 00:26:52

We need a point off the labor.

Scot Turner: 00:26:54

But, you know, you've just proved there that the retention piece and understanding

Scot Turner: 00:26:59

what that's costing the business is probably better to look at one point

Scot Turner: 00:27:02

after the turnover cost than it is to look at a point off the food cost.

Scot Turner: 00:27:05

Right.

Scot Turner: 00:27:06

So I think, I think it's a really valid point in terms of looking

Scot Turner: 00:27:09

at what the true cost of all this is, because it might shock

Jim Taylor: 00:27:13

people absolutely.

Jim Taylor: 00:27:14

Into making a

Adam Lamb: 00:27:15

change.

Adam Lamb: 00:27:16

Yeah.

Adam Lamb: 00:27:16

Couldn't agree.

Adam Lamb: 00:27:17

More.

Adam Lamb: 00:27:17

I have one question.

Adam Lamb: 00:27:19

As we come to the end of this particular episode, and I'm hoping to get your,

Adam Lamb: 00:27:25

both of your perspective, Jim and Scott.

Adam Lamb: 00:27:27

Now the title of this particular episode is embracing the change.

Adam Lamb: 00:27:31

What do you think is the ultimate cost of not embracing the change, Jim?

Jim Taylor: 00:27:39

Well, you could, I think you get answered that

Jim Taylor: 00:27:41

in lots of different ways.

Jim Taylor: 00:27:42

I mean, the ultimate cost is that I think your people will go work somewhere else.

Jim Taylor: 00:27:48

Hm.

Jim Taylor: 00:27:48

You know, I, I think that there's, I was talking to a guy yesterday who he,

Jim Taylor: 00:27:53

he was telling me that he had seven interviews scheduled on Monday this week.

Jim Taylor: 00:27:57

And the only one applicant actually showed up.

Jim Taylor: 00:28:00

He offered the applicant.

Jim Taylor: 00:28:01

What he thought was a really, really competitive package.

Jim Taylor: 00:28:04

And the applicant said to him, well, I've got two other interviews lined up.

Jim Taylor: 00:28:08

I'm gonna go see what they offer.

Jim Taylor: 00:28:11

So, you know, gone are the days where someone comes.

Jim Taylor: 00:28:15

Wanting to work in your environment, you offer them a

Jim Taylor: 00:28:18

job and they're excited about it.

Jim Taylor: 00:28:19

You know, now it's, it's you offer them a job and they go shop it around.

Jim Taylor: 00:28:24

Right.

Jim Taylor: 00:28:25

Right.

Jim Taylor: 00:28:25

So I think if we, if, if operators aren't embracing the change and really sinking

Jim Taylor: 00:28:29

outside the bots on how to dramatically do things differently, They're they're.

Jim Taylor: 00:28:33

I mean, ultimately they're good are people that are competitors

Jim Taylor: 00:28:36

who are gonna look at things.

Jim Taylor: 00:28:38

Yeah,

Adam Lamb: 00:28:39

Scott.

Scot Turner: 00:28:40

Yeah.

Scot Turner: 00:28:41

I think, you know, if I take, you know, maybe five years ago when, when you

Scot Turner: 00:28:45

were interviewing people and used to get to the end of the interview and you'd

Scot Turner: 00:28:48

asked all the questions and you used to say, do you have any questions for me?

Scot Turner: 00:28:53

And you, you, you would gauge your plus on whether they asked

Scot Turner: 00:28:56

you two or three question.

Scot Turner: 00:28:57

You know, and if they didn't, you were kinda like maybe they weren't

Scot Turner: 00:29:01

prepared, they didn't ask questions.

Scot Turner: 00:29:02

Whereas now you almost Don a chance to ask that question because it's a

Scot Turner: 00:29:06

two-way street and they're finding out if you are the right fit for them as

Scot Turner: 00:29:11

much as you are the other way around.

Scot Turner: 00:29:13

And I, I, I agree with Jim.

Scot Turner: 00:29:15

I think it's definitely become a two way street.

Scot Turner: 00:29:17

Now.

Scot Turner: 00:29:18

I, I go back to that word inspire and I think it's for us.

Scot Turner: 00:29:24

We, we might lose that inspiration and we might lose that creativity and

Scot Turner: 00:29:28

we might lose those people who come in and can really make a difference.

Scot Turner: 00:29:33

And we might not be a desirable industry.

Scot Turner: 00:29:36

We might, I, I genuinely think it's got opportunities here to, for

Scot Turner: 00:29:42

really good brands to, to suffer.

Scot Turner: 00:29:45

Really good concepts to suffer.

Scot Turner: 00:29:47

I think we're going to see casualties because of it because people can't

Scot Turner: 00:29:50

sustain this people can't sustain causing two, three days a week, not

Scot Turner: 00:29:54

oddly for lunch, you know, running at losses, it it's not feasible.

Scot Turner: 00:29:58

So I think, you know, we have to understand that it's how people that are

Scot Turner: 00:30:02

going to make the biggest difference to how we're going to survive the future.

Scot Turner: 00:30:06

So I think for me, we should take this seriously.

Scot Turner: 00:30:10

We should be looking to embrace it.

Scot Turner: 00:30:11

We should be looking at you.

Scot Turner: 00:30:13

Those three guys here.

Scot Turner: 00:30:15

We can't tell the young guys what they want.

Scot Turner: 00:30:19

They have to tell us.

Scot Turner: 00:30:21

Because we want things completely different.

Scot Turner: 00:30:23

We had had a conversation yesterday, you know, whenever it's

Scot Turner: 00:30:27

in hotels, when I first went to Dubai, people used to call me Mr.

Scot Turner: 00:30:30

Turnouts.

Scot Turner: 00:30:31

Like, I feel makes me feel like I'm a teacher and I, I, to

Scot Turner: 00:30:34

be a teacher, I'd go do that.

Scot Turner: 00:30:35

Just call me Scott.

Scot Turner: 00:30:36

Right?

Scot Turner: 00:30:36

So, so we've come up in a completely different generation.

Scot Turner: 00:30:40

We were subservient, you know, whereas the generation now need a purpose.

Scot Turner: 00:30:44

They want to understand.

Scot Turner: 00:30:45

Why they're here, so we have to do it, you know?

Scot Turner: 00:30:48

Yeah.

Scot Turner: 00:30:48

I did a, I did a policy the other day where the, the biggest fear

Scot Turner: 00:30:51

coming out of COVID isn't COVID isn't disease, it's climate change.

Scot Turner: 00:30:56

Mm.

Scot Turner: 00:30:56

So every employer now should be looking at that and saying, how

Scot Turner: 00:31:00

do we do some one or two things?

Scot Turner: 00:31:02

Doesn't have to be a big checklist, but one or two things to show our people

Scot Turner: 00:31:06

that we understand what their fear is.

Scot Turner: 00:31:08

And we're trying to help.

Scot Turner: 00:31:09

Yeah.

Scot Turner: 00:31:09

They'll, they'll accept that and they'll understand, right.

Scot Turner: 00:31:12

They're not looking for us to change the.

Scot Turner: 00:31:15

They're looking for us to help the change of the world.

Scot Turner: 00:31:18

And that sounds like a really big statement, but in our own

Scot Turner: 00:31:21

little way, we can do that for the people who work for us.

Scot Turner: 00:31:24

And, and we can help because we spend more time with the people who work with

Scot Turner: 00:31:28

us than probably we do with our families.

Scot Turner: 00:31:30

So mm-hmm we wouldn't let our families sit there.

Scot Turner: 00:31:35

Fear, sit there, not happy.

Scot Turner: 00:31:37

You know, without not dreading to go to, to, into the house when they

Scot Turner: 00:31:42

get home from school work where, so why do we do that with the people

Scot Turner: 00:31:45

that we see the Boston, a debt, so, you know, big, big statements there.

Scot Turner: 00:31:50

But I, I think for me, it's do we lose the inspiration from the

Scot Turner: 00:31:53

industry that, you know, starts killing what we all love about it?

Adam Lamb: 00:31:58

Yeah.

Adam Lamb: 00:31:58

Those are great comments.

Adam Lamb: 00:32:00

I think for me, one of the things we'll most miss out on, if, if we don't embrace.

Adam Lamb: 00:32:05

This change is innovation because very often people who

Adam Lamb: 00:32:11

are coming into an organization can see the forest for the trees.

Adam Lamb: 00:32:13

Well, sometimes, you know, we're so in, in it that we might not see

Adam Lamb: 00:32:17

something that's really apparent that could make a huge difference.

Adam Lamb: 00:32:20

And those innovations often come from, from new hires who are thinking

Adam Lamb: 00:32:26

outside the box and we embrace.

Adam Lamb: 00:32:29

You know their suggestions instead of like, wow, what the hell I, I

Adam Lamb: 00:32:33

grab em, like, what do they know?

Adam Lamb: 00:32:34

Well, let's wait till they're here.

Adam Lamb: 00:32:35

2, 2, 3 years, da, da, da.

Adam Lamb: 00:32:37

I think it's a, I think it's a huge miss for us because without innovation,

Adam Lamb: 00:32:41

you know, this industry will not be able to sustain growth indefinitely.

Adam Lamb: 00:32:46

And so there's a lot of factors that are, that are moving.

Adam Lamb: 00:32:50

Should cause any restaurant operator, owner company to really take a hard

Adam Lamb: 00:32:55

long look at what they're trying to achieve, how they're going about

Adam Lamb: 00:32:58

it, how can they get their people?

Adam Lamb: 00:33:00

I mean, Jim, to your point, you know?

Adam Lamb: 00:33:02

Yeah.

Adam Lamb: 00:33:02

It's it always was a people.

Adam Lamb: 00:33:04

Business and then it became a number business, and we're bringing it right

Adam Lamb: 00:33:09

back to being a people business.

Adam Lamb: 00:33:11

At least that's our objective here at earning the table, Scott, we

Adam Lamb: 00:33:14

really appreciate you joining us.

Adam Lamb: 00:33:15

And if people wanna follow up and find out more about you, how do they do that?

Scot Turner: 00:33:19

So LinkedIn Scott Turner, Scott with ONET or check

Scot Turner: 00:33:22

is our den hospitality com really enjoyed it, put it thought no longer.

Scot Turner: 00:33:26

So

Adam Lamb: 00:33:26

thank you very much.

Adam Lamb: 00:33:27

Oh yeah, we could go on and Aden is spelled a U D.

Adam Lamb: 00:33:33

Yeah, for those of us on this side of the pond, Jim is always any last words.

Jim Taylor: 00:33:40

It's just always good to have, you know, the opportunity to

Jim Taylor: 00:33:42

have some of this discussion, right.

Jim Taylor: 00:33:43

We just gotta stay in the forefront and, you know, keep,

Jim Taylor: 00:33:46

keep pushing it's we can get there.

Jim Taylor: 00:33:48

It's just a matter of, you know, one operator at a time, one step at a time

Jim Taylor: 00:33:51

and happy to be doing it alongside guys.

Adam Lamb: 00:33:54

Yeah.

Adam Lamb: 00:33:55

I mean, the business has always been one to one.

Adam Lamb: 00:33:57

It's all about relationships.

Adam Lamb: 00:33:58

And as soon as we lose sight of that and make it about something else,

Adam Lamb: 00:34:02

then that's when the possibility for at least getting a lot less than what

Adam Lamb: 00:34:06

you think is possible and more than anything else know that we together

Adam Lamb: 00:34:10

and those out there who are ready to embrace the change can make this industry

Adam Lamb: 00:34:15

something that we can all be proud of.

Adam Lamb: 00:34:17

And that serves all of us.

Adam Lamb: 00:34:18

So.

Adam Lamb: 00:34:19

Thanks everybody for joining us on this episode of turning the

Adam Lamb: 00:34:23

table and we'll see you next week.

Adam Lamb: 00:34:26

Thanks for joining us on this episode of turning the table with

Adam Lamb: 00:34:29

me, Adam Lamb and Jim Taylor.

Adam Lamb: 00:34:31

This episode was sponsored by benchmark 60 we're on a mission to change the food and

Adam Lamb: 00:34:36

beverage industry by focusing on staff, mental health and wellbeing by forecasting

Adam Lamb: 00:34:41

and actively managing workload product.

Adam Lamb: 00:34:44

Over 200 restaurants and food and beverage operations have discovered for themselves

Adam Lamb: 00:34:48

how to increased staff retention and become a preferred employer in their

Adam Lamb: 00:34:52

market by using our proprietary system.

Adam Lamb: 00:34:55

If you'd like to have an operational culture that everybody wants to work

Adam Lamb: 00:34:58

for, then check out benchmark 60 on the web@www.benchmarksixty.com.

Adam Lamb: 00:35:03

Thanks for taking the time to be with us and the courage to try new

Adam Lamb: 00:35:07

things for the restaurant profess.

Adam Lamb: 00:35:08

Oldest problems turning the table is a production of realignment media.