You’re Missing the Point

Mandy leverages you with the information you need to best guide your restaurant.

You’re Missing the Point


I worked in the restaurant and hospitality industry for over a decade. 

 

By Jared Lafitte

Now I run my own startup and constantly have to wine and dine prospects and clients. Because I not only understand the stress involved in the restaurant industry, but have also experienced many of the issues that arise, I tend to give restaurants the benefit of the doubt. I am generally patient and tip above beyond the customary 20%.

 However, now that I have to impress people with the dining experience, I have to be more sensitive to issues if the arise. I cannot afford to have a bad dining experience cost me a sale. With that, it is shocking to me how many quality restaurants lack service and experience that is in line with their food and pricing. 
 
Recently, I took a prospect to a seafood restaurant that was a bit higher in price than the restaurants in that area, however I truly needed to make a good impression on this team. There were 4 of us and I made sure to highlight that this was a work meeting when I called to reserve our table. Although the food was great, the experience as a whole was pretty brutal and left a sour taste in my guests mouth.

Despite my reservation, the restaurant was not ready for us upon arrival. Not a huge deal, we went to the bar and got some drinks and an app while we waited. When we finally did get to our table, I could tell our server was flustered. She looked rushed, fatigued and I could tell she was not 100% focused on us even while we talked with her. I will not go into great detail, however our server messed up our drink order, the food took exponentially too long to come to the table, our server was not responsive on keeping up with drink orders and refilling our waters, and for the most part we felt unserved. Finally, I asked our server to bring the check and it took her over 10 minutes to come back with it. 

 Finally she returned, took my card and closed us out. By no means was this a completely brutal experience, however when I am paying for and needing a 5-Star experience, this restaurant failed. 
 

I generally avoid leaving bad reviews, however I did want to let the restaurant know and also warn others to allocate ample time when eating there. I was happy to see the restaurant responded to my review, however the response did not address my issue and felt generic. They apologized for the lackluster experience and offered me a free appetizer next time I come. This is great, however they never addressed how they would actually improve the issues I raised. Throwing a free appetizer at me is fine, but if it is going to lead to another dinner with slow and poor service, I would rather avoid the restaurant all together.

I never did go back to that restaurant. 

In an effort to truly address the painpoints/issues people raise, I highly recommend any restaurant adopt Mandy.ai into their customer engagement. By combining engagement and sentiment analysis, Mandy offers deep insights into what your customers are feeling and thinking. By highlighting what is working as well as the issues most pertinent to your employees, Mandy guides you to resolve these issues and bridge the communication gap.

Ultimately, Mandy leverages you with the information you need to best guide your restaurant. This new technology will not only increase your customer satisfaction, but also improve communication. 

I believe that Mandy would have guided them to properly addressing my issues/concerns and I would have given them another chance. However, because they so blatantly missed the point, I am not risking it. I hope they adopt Mandy so they can get a better pulse on what their customers are thinking. 

Feel free to learn more at contact us.

 

Why No One Likes Surveys

Why No One Likes Surveys

Most people I’ve met don’t like taking them. But why?

 

By Jared Lafitte

Here are a few honest answers from actual people.

“If I take a survey it won’t contribute to change anyway. It’s just an empty HR formality.”

“I don’t trust that I can be honest. I’m afraid of my company retaliating. I basically just lie.”

“My company gave us financial incentives for answering the survey questions the way they wanted.”

I’ve never enjoyed company surveys. As a coach and consultant, I’ve used them, but I’ve never really liked them.

It’s hard to measure how someone’s feeling using a scale from 1 to 5. Human emotions are too complex. Human experiences are too multifaceted.

How can I really gauge what’s going on in someone’s mind, much less predict how they’ll behave, with a handful of answers filled with numbers or terms like “moderately true” or “I choose not to respond”?

I can’t. No one can. And for most surveys, it takes days, weeks, and sometimes months to sort through what responses mean.

By then, many of the people who took the survey in the first place aren’t even in the company anymore. Virtually everyone else who’s still there has changed their feelings because people’s feelings change every day.

You’ve seen the question…

“How has your experience here been over the last six months? Please answer on a scale from 1 to 5, with 5 being “Excellent.”

How can anyone compress six months of their life into a single number? How can I expect to make sense of that information and build a better company out of it?
Surveys shouldn’t be like this. In an ideal world… Surveys should ask questions that completely engage me, with a full understanding of what I’m going through. My response to a survey shouldn’t take weeks or months to interpret. It should be interpreted instantaneously, as if I were talking to real human being. A survey should learn what I’m feeling week by week and understand my state of mind as clearly as I do myself. A survey should help my leaders understand exactly not only what I’m feeling and my peers are feeling, but what actions to take as a result. A survey should be able to do this for tens of thousands or hundreds of thousands of people at the same time, delivering instantaneous results so leaders can spend less time gathering and analyzing and more time actually making people‘s lives better. Survey should be able to tell me what people are actually thinking and anticipate how disengaged they are and how likely they are to leave their company. As an entrepreneur and consultant who has worked with HR departments for the better part of the last decade, this is something I would have used if it existed. So I helped build it. And I’ve gotten some of the largest companies in the world to help me make it better.

Build Productive Employees Who Trust You

restuarant employee engagement

employee engagement and sentiment

I will never forget the day I was finally asked to help manage the restaurant!
I began as a busser, moved up to a server and then got the chance to bartend, however, all of those promotions paled in comparison to the day my manager told me to begin helping him run things. The primary reason for this was the fact his assistant manager recently quit and he was dealing with personal issues at home. Regardless of the reasons, I felt in charge!

Immediately I jumped on the computer and began looking at spreadsheets and schedules. I double and triple checked the budgets and sales goals. We were not hitting our sales goals and shockingly were not even coming close. Time for me to save the day.

I jumped into action by creating new specials and changing the schedules to try and lean things a bit. I reduced the number of acceptable comps each server had and focused on upselling at all times. None of these were necessarily bad, however, I soon realized that I was poorly navigating this ship.

Less than a week into my tenure as “boss,” a small mutiny began. Finally, one of my good friends, and now a server that reports to me, called me out on my micromanagement and poor leadership. He literally stared me in the face and said he was going to quit if I did not change my approach…This was one of my best friends!

“Managing a restaurant is not as much about managing money as it is about managing people!”

I was stunned and hurt, however, this ended up being one of the most important days of my career because I learned that managing a restaurant is not as much about managing money as it is about managing people.

Poor communication is a prevalent issue for all restaurant managers. Furthermore, roughly 70-90 percent of communication is non-verbal and we live in a society today that relies heavily on electronic communication. Mandy.ai helps you pick up the non-verbal communication through any and all written text. Whether email, text messages or social media, Mandy serves as a consultant to augment your communication and guide you to be the best leader for your team.

By combining employee engagement and sentiment analysis, Mandy offers deep insights into what your team is feeling and thinking. By highlighting what is working as well as the issues most pertinent to your employees, Mandy guides you to resolve these issues and bridge the communication gap.

Mandy provides daily reports that track your progress and quantify these qualitative analytics. This allows you to monitor improvement and growth as you build a stronger team.

Ultimately, Mandy leverages you with the information you need to best lead your team. This new technology will not only increase your employee productivity but also reduce turnover. Keep in mind that a departing employee will cost you roughly $4,000! By keeping just one employee a year, Mandy delivers an amazing ROI.

Rethinking Employee Wellness: Speaking to the Mind

nurture employees

Why No One Likes Surveys

Most people I’ve met don’t like taking them. But why?

 

By Jared Lafitte

Here are a few honest answers from actual people.

“If I take a survey it won’t contribute to change anyway. It’s just an empty HR formality.”

“I don’t trust that I can be honest. I’m afraid of my company retaliating. I basically just lie.”

“My company gave us financial incentives for answering the survey questions the way they wanted.”

I’ve never enjoyed company surveys. As a coach and consultant, I’ve used them, but I’ve never really liked them.

It’s hard to measure how someone’s feeling using a scale from 1 to 5. Human emotions are too complex. Human experiences are too multifaceted.

How can I really gauge what’s going on in someone’s mind, much less predict how they’ll behave, with a handful of answers filled with numbers or terms like “moderately true” or “I choose not to respond”?

I can’t. No one can. And for most surveys, it takes days, weeks, and sometimes months to sort through what responses mean.

By then, many of the people who took the survey in the first place aren’t even in the company anymore. Virtually everyone else who’s still there has changed their feelings because people’s feelings change every day.

You’ve seen the question…

“How has your experience here been over the last six months? Please answer on a scale from 1 to 5, with 5 being “Excellent.”

How can anyone compress six months of their life into a single number? How can I expect to make sense of that information and build a better company out of it?
Surveys shouldn’t be like this. In an ideal world… Surveys should ask questions that completely engage me, with a full understanding of what I’m going through. My response to a survey shouldn’t take weeks or months to interpret. It should be interpreted instantaneously, as if I were talking to real human being. A survey should learn what I’m feeling week by week and understand my state of mind as clearly as I do myself. A survey should help my leaders understand exactly not only what I’m feeling and my peers are feeling, but what actions to take as a result. A survey should be able to do this for tens of thousands or hundreds of thousands of people at the same time, delivering instantaneous results so leaders can spend less time gathering and analyzing and more time actually making people‘s lives better. Survey should be able to tell me what people are actually thinking and anticipate how disengaged they are and how likely they are to leave their company. As an entrepreneur and consultant who has worked with HR departments for the better part of the last decade, this is something I would have used if it existed. So I helped build it. And I’ve gotten some of the largest companies in the world to help me make it better.