Creativity in HoReCa business: How Discipline is Born from Inspiration, and Loyalty from Personal Interest

In the introductory part of this chapter, we have already presented arguments in favor of the thesis that "professional hospitality" or working in HoReCa is a creative type of activity. Using the example of describing the motivation of a creative head chef, we proved that the creative process can not only become a motivating beginning in work but also act as a disciplining factor, which at first glance contradicts the very concept of creativity as a free flight of fancy. But let's delve deeper into this thesis and see how it works at different levels of a restaurant organization.

A creative approach permeates all spheres of a restaurant's life, not limited only to the kitchen. It begins with the development of the establishment's concept and the creation of an interior design project—this is where the visual language that will speak to the guest is born. It continues with the introduction of innovative business management processes and the creation of unique staff motivation systems. Creativity is absolutely necessary when positioning a restaurant in the market, creating its unique "legend," developing a promotion strategy, and implementing PR campaigns. Without a creative spark, all this turns into a soulless copying of others' successes.

It is obvious that the majority of head chefs are creative people by definition, otherwise their dishes would be simply technological exercises. Young and ambitious cooks also try to learn from their senior mentors not only technique but also that very original approach to work, that ability to see familiar products in a new way. Many art directors, PR specialists, and event managers of restaurants are also people with non-standard thinking—a creative approach to solving everyday tasks is an integral part of their profession.

But here the key question arises, which every manager asks themselves: how to apply this approach to the work of line contact personnel? How to motivate waiters and administrators to work as a team and creatively? After all, their work, at first glance, is as far from creativity as possible—it involves clearly prescribed standards, procedures, and behavior algorithms. It is here that the "I Am the Restaurant" concept gives its strongest and most non-obvious answer.

Chapter 1. Internal Monologue as a Motivation Tool: From "Must" to "Want"

The issue of staff motivation will be discussed in detail in the third chapter, but now we will focus on the key principles of forming the professional self-identification of waiters and stimulating creative processes in the team of line personnel. From the authors' point of view, motivation rests on a certain logical system of reasoning that each employee should construct in their own head. This is not an external sermon or a set of slogans—it is an internal dialogue that either arises or does not.

Let's consider an example of such an internal monologue—a kind of "confession" of a waiter who has truly accepted the "I Am the Restaurant" concept:

"Why should I work well? Why should I maintain high standards of guest service? Because I love this establishment, because I am proud to work in this restaurant, because I know my establishment and all the processes in it from start to finish. I am sure that our head chef, our team of cooks, and our menu are among the best in the city. I know that we are all a team here. The reputation of our business depends on each of us, and the success of the establishment and our earnings depend on its reputation. I work here because the restaurant manager, when hiring me, managed to prove to me that this is the best establishment. I have tried all the dishes on the menu, I participated in the process of their preparation. I remember how our head chef told and showed us what ingredients he uses and how they affect the taste, aroma, and color of the products. I was privy to this culinary mystery, and I can explain to my guests why they should choose one or another à la carte item. I work in this restaurant because I feel good here. Because I know: career growth, new sensations, knowledge, and advancement in the profession await me here. I know that they will kindly help me correct mistakes in my work and will not leave my achievements without attention and encouragement. I work as a waiter because it is my profession. Because working as a waiter in our restaurant is not only profitable but also interesting. We all create the mood for visitors here. And we are not just service staff, we are highly professional consultants, advising guests on how to spend their money and get maximum satisfaction from their visit to the restaurant. A waiter is a hospitable profession. I work here because I am a hospitable person."

The authors are well aware that this monologue will evoke a skeptical smile from many professionals. And this is understandable—it is too far removed from the harsh reality of many establishments where waiters view their work as a temporary income rather than a vocation. But the authors insist: they have repeatedly witnessed such reasoning during five-minute meetings in some very successful metropolitan restaurants. And the point here is not naivety, but that if at least half of these arguments sometimes flash through an employee's mind when they ask themselves the question "Why am I working here exactly?", then the process has already moved from a dead point. This means that the right environment has been created, meaning the concept has begun to work.

Chapter 2. Ten Principles of Teamwork: Openness, Personal Interest, and the Art of Being Hospitable

Interaction with the team according to the "I Am the Restaurant" concept is based on ten clearly formulated principles for the work of the contact personnel team. Let's look at them in detail, because each of them is not an abstract declaration but a working management tool.

The Principle of Openness

The principle of openness manifests itself in various forms, and each of them is important. Some restaurateurs, for example, deem it necessary to install webcams in the kitchen and broadcast the process of preparing dishes to guests online. The investment in implementing such an approach will be insignificant, and the effect will not be long in coming—the guest sees that the kitchen has nothing to hide, that real professionals work there. Of course, the cooks must be highly prepared for such a PR event—this requires separate work with the team.

But the main thing is internal openness. The authors formulate it as follows: "We are open to guests. We are open to each other. We are open to ourselves." This means that guests are our friends, and they should receive the same attention that we give to loved ones when welcoming them into our home. Openness to each other literally means the following: members of the restaurant team never hold a grudge against each other. Waiters know that if the management of the establishment notices jealousy, envy, or malicious intent in the actions of one or more employees, they will fire all participants in the conflict, without sorting out who is right and who is wrong. This is a tough rule, but it works: it teaches people to negotiate and solve problems, not to accumulate grievances.

Openness is built on respect for each other. This implies equality of conditions and opportunities for everyone. The principle of openness assumes that waiters respect their colleagues and the people who hold senior leadership positions in the team. They understand that management has "earned" its high position through experience, knowledge, and professionalism, not received it through connections or patronage.

The principle of "openness to oneself" means that employees are ready to learn, develop, and overcome their internal problems. This principle teaches people not to keep problems inside themselves, not to accumulate them, but to bring them up for discussion—and it is ensured by the "feedback rules," which will be discussed below.

The Principle of Personal Interest

The principle of personal interest is implemented through the introduction of an "immersion" program for new employees into the profession. The authors recommend conducting weekly practical seminars for waiters and maître d's in the kitchen—with tastings and classes led by the head chef. When a waiter not only reads the description of a dish on the menu but tastes it, sees what ingredients it consists of, and understands the chef's logic, they begin to talk about food in a completely different way—with genuine knowledge and enthusiasm.

It is also recommended to introduce your own qualification frameworks for all employees and provide subordinates with literature and video materials for independent work at home. All specialized industry magazines should always be available in the employee lounge. This "pleasure" will cost about the same as a couple of cups of coffee a day—you'll agree, it's not too expensive for a constant influx of fresh information and professional knowledge into the team.

The authors also recommend compiling your own digest of hospitality industry news, which can be gleaned from industry electronic media. Such digests can be printed in A4 format, stapled, and distributed to employees—this creates a sense of belonging to a large professional community.

Another powerful tool is to send employees to competitors' establishments monthly, providing them with small "travel allowances" to order an inexpensive dinner or lunch. After such an intelligence "mission," employees should compile detailed reports on their "infiltration" and share the "spy information" with colleagues. This not only develops observation and analytical skills but also creates healthy professional competition: "We do it better," "We can do it differently," "This technique is worth borrowing."

It is also recommended to organize employee visits to every specialized HoReCa exhibition. Elements of a creative approach in communication can and should blur the line between boss and subordinates. Let subordination exist only during the work process. In informal communication, everyone is equal—this creates an atmosphere of trust and mutual understanding.

In subsequent chapters, the authors will examine in detail the formation of programs for the "psychological and professional appropriation" by each employee of their profession—whether waiter, maître d', hostess, administrator, or cook. The main conclusion here is: only by having an internal interest in doing quality work will your employee become a true member of the team and its loyal player. And the main way to create this interest is to help the employee form a professional self-identity, to answer the question "Who am I in this profession and why am I here?"

The Principle of Good Mood

The principle of good mood is formulated extremely clearly: "There is no bad mood at work. Within these walls, the mood is always good." This is not a joke or a call to hypocrisy. This is a professional necessity. Unfortunately, our lives do not often provide reasons for unrestrained optimism, especially in difficult times. But a downbeat mood is a "contagious disease" of many restaurant teams. One dissatisfied, tired, irritated employee can poison the atmosphere of an entire dining room in a matter of minutes.

Therefore, a bad mood must be "treated" very quickly. Let it become a law for every member of the team without exception: a bad mood will have to be left at home. It is important to convey to the team: you cannot be selfish and come to work not "in uniform," shifting your internal state onto guests and colleagues. But at the same time, it is necessary to clearly distinguish: a bad mood and a real personal problem are not the same thing. If a person really has something happen, if they face misfortune or a serious difficulty, they must be helped, supported, and given the opportunity to cope. This is a matter of humanity, without which no professional discipline makes sense.

The Principle of Professionalism

The principle of professionalism sounds like a credo: "We do not know how to work poorly." Only a professional either does their job exceptionally well or does not do it at all. This principle may have a logical continuation: "We do our job well because they don't pay for bad work." Professionalism in a hospitality establishment must be elevated to a cult. Let the phrase "that's unprofessional" become the most serious form of condemnation of a misdeed or behavior. When an employee hears this from a colleague or manager, they must understand: this is not just a remark, it is an assessment of their compliance with the team's standards.

The Principle of Mentorship

The principle of mentorship is aptly described by the ancient Greek philosopher Socrates: "I know that I know nothing, but others do not know even that..." If an employee states in an interview that they know everything about the profession of a bartender or waiter, they most likely should not be hired. Such a person is closed to new learning, they are confident in their infallibility, and problems with them in the future are almost inevitable.

A mentor is a title not of the senior in position or age, but of the more competent specialist. Every employee, if necessary, should provide assistance to a colleague or suggest what they should do. When starting work, signing an employment contract, a new employee also signs a competency agreement—in essence, taking responsibility for the result, for ensuring the quality of work according to the requirements of your business standards. To achieve this result, they have time (the probationary period) and people (all team members) whom they can approach an unlimited number of times and on any matter. The principle of mentorship must be written into the operating standards of your establishment—this creates a culture where teaching and learning are normal and honorable.

The Principle of Continuous Motion

The principle of continuous motion states: "Everyone works in our establishment without exception." When going on shift, every person must work in a "non-stop" mode. If a waiter has no orders, they must perform other work in the dining room or in their area of responsibility—check utensils, straighten napkins, help colleagues, study the menu, prepare the room for the next seating. Any idleness, any standing around doing nothing is unacceptable. The establishment pays employees for their work, for their time, and this time must be filled with action. The principle of continuous motion is also a principle of equality and justice: "We work together—we earn together."

The Principle of Justice

The principle of justice is implemented in several aspects, and first of all—in equal working conditions. Modern approaches to restaurant management, as paradoxical as it may sound to many, state: "The income level (salary, piece-rate pay, percentages, tips) of each team member should not be a secret." It might be worth including the positions of manager, head chef, and line cooks in the list of exceptions, but regarding contact personnel, transparency yields amazing results.

Why does this work? Firstly, employees, despite any prohibitions and non-disclosure agreements, will eventually share the amount of their pay with each other anyway. This is inevitable, and fighting it is useless. Secondly, a higher salary, profit share, or bonus from a colleague is a powerful motivating factor for others, especially for newcomers. They see: "I can reach the same level if I work just as well." The authors are confident that this approach will cause skepticism and many counterarguments among readers, but their own experience and the practice of successful restaurants demonstrate the high effectiveness of such openness.

It should also be added that money must be paid clearly and on time. It is difficult to imagine a more demotivating factor than the feeling of disappointment and injustice from non-compliance with the payroll schedule. The authors give a harsh recommendation: it is better to fire employees if you cannot pay them on time, but under no circumstances delay payments for too long. The loss of trust in the employer takes years to restore, if it is restored at all.

In addition to fair and transparent working conditions and clear ways of moving up the career ladder, there is an equally important behavioral tool that regulates the rules of fairness in the team—the "feedback rules."

Feedback: A Technology for Relieving Tension

Feedback (from the English word meaning return of information) is a unique psychological technique for relieving tension and stress in a team, overcoming interpersonal misunderstanding. Feedback promotes the immediate resolution of conflict situations, brings the positions of conflicting parties closer together, and prevents grievances from accumulating.

As a rule, feedback is held daily at the end of the work shift. In essence, this technique is a process of exchanging opinions among employees about each other and about everything happening around them during the past day. This is an opportunity to speak about something that is bothering you in a monologue mode, without arguments and insults. Violation of the feedback rules is severely punished—with a fine or even dismissal, so important is this tool for maintaining a healthy atmosphere.

During feedback, an employee can speak once on a topic that concerns them. Interrupting the speaker and any comments from listeners are not allowed. The speaking employee finishes their short message in complete silence, and only then does the next person get the floor. The principle of how feedback "works" can be simplified as follows: "I am telling you what I think. Whether to listen or not is your business. Whether to draw conclusions for yourself or not is up to you. But the very fact that I am talking about it, and not keeping silent, guarantees that this will never provoke talk behind my back, gossip, understatement, criticism, or rumors."

Feedback has three simple but strict rules:

1. Never interrupt or comment on the speaker.

2. Never, during your own feedback, respond to comments from those who mentioned you in their feedback.

3. Never use rude expressions, foul language, or allow offensive remarks towards the feedback participants.

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Only feedback, in the deep conviction of the authors, allows the principle of justice to be truly implemented in a team. The manager does not need to constantly reprimand or correct employees, acting as an overseer. The team members themselves will do this work for him, telling each other everything that has accumulated in a civilized and safe form.

Feedback largely contradicts the established traditional management practice, which recommends that the manager "deal" with each employee in private, behind closed doors. But the personal experience of the authors and many successful restaurateurs proves that this very method of relieving tension in a team—public, structured, and honest—works best. It turns a group of separate individuals, each with their own grievances and claims, into a real team capable of negotiating and solving problems independently.

The Principle of Honesty

The principle of honesty is extremely simple and harsh: there is no place for dishonest people in the team. Any form of abuse, including "kickbacks" or so-called "bonuses" from suppliers, is a reason to "sentence" the guilty party to the highest measure of punishment: immediate dismissal and complete oblivion. In the hospitality industry, where everything is built on trust—the guest's trust in the restaurant, the owner's trust in the manager, colleagues' trust in each other—honesty is the foundation on which the entire edifice rests. If the foundation cracks, the building will eventually collapse.

The Principle of Tolerance

The principle of tolerance, as naive and banal as this formulation may sound, is implemented in trainings conducted by the restaurant manager or an invited trainer. Tolerance is not weakness, but a manifestation of respect and fortitude. Tolerance towards capricious and dissatisfied guests, towards a comrade's bad mood, towards inevitable disruptions and mistakes. Intolerance and lack of restraint are, on the contrary, a manifestation of weakness, an inability to control one's emotions.

The entire service industry is built on the principle of tolerance. If a person is intolerant by nature and works in the hospitality industry, they have two paths: either they will become full of complexes and deeply unhappy, or they will eventually "explode" and cause trouble. The team must understand and accept that guests must be treated on the principle of treating physicians: a real doctor never shouts at their patient, even if the patient is capricious or refuses treatment. They show patience and professionalism.

The Principle of Hospitality

And finally, the principle of hospitality—this is the main, core principle of the "I Am the Restaurant" concept. Hospitality must be in the blood of a person working in this field. This is not just a set of professional skills, but a personality trait. A person possessing this quality is always affable, open, and benevolent. Gloomy, phlegmatic, withdrawn people almost never turn out to be truly hospitable, no matter how many standards they learn.

It is important to make an important caveat here: teaching an inhospitable person hospitable behavior is an extremely difficult, almost impossible task. The feeling of hospitality is very difficult to instill if it is not inherent from the beginning. Therefore, the authors give practical advice: you need to try to find and hire open, positive, sincerely friendly people. Everything else—technologies, standards, procedures—can be taught. But if there is no basic disposition towards people, no amount of training will make a person a hospitable host. If such people feel good in your team, if they feel at home, hospitality in your establishment will become an almost accomplished, natural, and organic thing.

by Fedor Sokirianskii