The Customer Is NOT Always Right
There has been a lot discussed lately of the actions of Restauranteur Keith McNally Keith McNally and his temporary banning of actor and late night talk-show host, James Corden The Late Late Show with James Corden from his NYC restaurant, Balthazar Balthazar. Mr. McNally took Mr. Corden to task via social media for his obnoxious behavior towards staff, and although Mr McNally relayed two separate incidents, there have long been posts shared from service staff from other restaurants and establishments that underscore the claim that James Corden is a spoiled, entitled, boorish, and abusive patron. Or at least behaves that way But he is by no means an anomaly.
If you have ever worked in the service industry, particularly food and beverage, its a position where the majority of your income is comprised of the “tips” and gratuity that one HOPES the customer leaves, out of appreciation for a job well done if not for the social contract that is universally understood when dining out. It doesn’t always work out that way.
What needs to be understood, however, especially by management and ownership of eateries, bars, cafés, restaurants, etc., is that rude, obnoxious, and abusive behavior should NOT be unquestionably tolerated, much less rewarded without cause. A large segment of the leadership in food service establishments, did not “grow up” in the industry having worked in a tipped position. A vast majority are hired because of “hospitality” training that usually did not involve actually working the front-line positions. They may have gotten the job as a result of connections, or nepotism. Or they might have a degree or experience in a role with a peripheral skill such as book keeping, logistics, or sometimes retail management. All are great backgrounds which offer a valuable skill-set basis, but it cannot take the place of having been “in the trenches” with actual service staff. Many times leadership in those roles may not have a passion for actual service, or understand the social skills necessary to create a positive experience amid a seeming chaos, when so much of the meal and its details are out of the control of the server.
Professional servers can describe in detail the specials of the house, help upsell the menu, suggest beverages and wine that will compliment the hard work of the chef and kitchen crew, and enhance the entrée, and they can keep bread, water, and beverages refilled, ALL while being an entertainer when necessary and being invisible when required. But the wait for a table, the speed of food delivery, and accuracy of the meal is largely out of their hands. Servers make their money by creating the best environment for a meal, or a get-together, and they sometimes even have to wrangle children who have not been adequately socialized for any setting outside the home. They make safety and cleanliness a priority, they uphold the brand of an establishment, they become indispensable team members for an army of other servers in the restaurant by assisting with food delivery, keeping items in wait stations clean and stocked, and covering for the unexpected. All for an income that is not guaranteed, and with few benefits if any. The rewards can be worth all the effort when the server is good at their job and they are lucky enough to work in an establishment, or in a market with a clientele who understands the system and expectations of dining out.
When you have a demanding or difficult customer, it may be the result of an issue where the restaurant actually is culpable for any number of reasons, and when that occurs, it should be a priority and the job of leadership to step in, affirm that the servers were diligent in their job in bringing it to management’s attention, and an adequate response should be IMMEDIATE, which may include a complementary menu item, or drinks, or in some cases a whole course, or even a meal. It should NEVER be the servers responsibility to take ownership for the entire incident.
However, when customers make loud, abusive comments, if they make unreasonable demands, if they belittle and humiliate staff, if they threaten to withhold their patronage, or to “tell all their friends” as a potential threat, then a competent leader must make a decision as to where the culpability lies and be willing to thank the customer for their insight, but to LET THEM GO. Capitulating to unwarranted demands for issues that were NOT the result of gross negligence does way more harm than good. Again, QUICKLY ascertain if the restaurant is liable for the incident, make appropriate offers to correct and sometimes compensate, but if a customer is abusive, rude, or threatening in any manner, or if you can determine that no matter what you offer, the customer refuses all efforts be made happy by the arrangement, then you owe them nothing. Offer a SINCERE apology, comp the portion of the meal in question, and if the meal is over, present the check for items delivered to that point, apologize again, and just offer the sincere hope that they may consider the establishment in the future.
If you grovel, and capitulate to demands, and reward boorish behavior, you are NOT securing future business from this customer at all. They will not go out and tell their friends and acquaintances that the restaurant “really made up for an error.” Instead, they will regale their contacts over and over with the story of how THEY dominated you, DEMANDED more than was necessary, and they will still not offer a recommendation for the restaurant, its menu, nor its staff. Further, when you reward or compensate bad behavior, you are damaging the morale not only of any server associated with the customer, you are doing real damage to the camaraderie of the staff as a whole, you are showing that team how you will quickly devalue their work, and you will have taken valuable time and attention from other diners, and diminished the experience for every other guest who was willing to wait for a table, pay full price, and enjoy their meal.
You would be better served by spending some extra time with and offering attention to the customers who are genuinely trying to enjoy your restaurant. Those who are there for a special occasion would graciously be enthusiastic about a little more attention, or a visit to their table. Ask about their meal. Ask about their plans for the night, the weekend, or even their lives. THANK them for coming. While you are talking with ANY customers, you should always cheer on your service staff, and brag about your chef and kitchen team. Remember to thank the hosts, and the bussing and dishwashing crew. The restaurant operates as a TEAM from every angle, but the servers and bartenders are the ones with most of their income being the result of how a customer feels once the bill is presented.
If you are a member of restaurant leadership, or if you are in a position to hire those team members, prioritize work on your product, your brand, and your team. When they are dedicated, and you champion the focus on your happy customers, you will see success expand beyond your expectations. Restaurants in particular, but any Service role, and that includes most ANY business built on interacting with the public, should NOT focus on the things that are easily taught like logistics, operational standards, regulatory guidelines, and book keeping. Instead, you should look to hire and promote those with a PASSION to lead, a desire to serve, an enthusiasm for your brand, and LOYALTY to their team. A happy team WILL create satisfied customers will tell their friends about how great their experience was, NOT how they took you to task as an opportunity for them to dominate and assume "control." Happy customers will support you in the lean times, they will feel a connection to your brand, and they will treat your staff like professionals, even when mistakes happen.
Bon appétit.
