2020 Ops Conference Magazine

MARCH 2020 | ISSUE FOUR

EXTREME OWNERSHIP

BY JENNIFER DODD

EXCEPTIONAL FOOD & CONSISTENCY:
YOU CANNOT HAVE ONE WITHOUT THE OTHER.

BY JASON MILLER

WELCOME TO UMELT ONLINE

BY CHERISE LOOK HONG

ST. PETERSBURG EDITION

C ontents WHO IS YOUR FBC? ........................................................06
ISSUE #4 FIRST TIME GUESTS..........................................................07
WELCOME TO UMELT ONLINE.......................................08
THE MVP PROGRAM.........................................................10
THE KEY TO THE PERFECT NIGHT OUT......................11
VEGAN CHEESE & CHOCOLATE FONDUE..................15
A GUIDE TO DEMONSTRATION STATIONS.................16
A GUIDE TO 2020 INITIATIVES......................................18
LOCATION FAVORITES, APPROVED RECIPES
& HOLIDAY BANK..............................................................22
FREEDOM USING FORMULAIC FEEDBACK................26
WHY ONLINE REPUTATION MANAGEMENT
MATTERS.............................................................................29
PATH TO GROW PROGRAM............................................29
THE NEW SERVICE MODEL & CHANGES ON
THE HORIZON....................................................................30
ENGAGING WITH THE ST. JUDE THANKS &
GIVING CAMPAIGN...........................................................32
YOUR GUIDE TO THE PERFECT POT
ON WHEELS........................................................................34
THE PERFECT NIGHT AFTER.........................................35
TOP WAYS TO BECOME AN OPENTABLE
SUPER USER.......................................................................37
FAMILY & BELONGING FOUNDATION..........................41
THE FULL AGENDA...........................................................42
MAP OF THE HOTEL.........................................................43

20

2020 Spring National
Menu Information &
Training Resources

You’ve been busy with Valentine’s
Day, and you’ve missed a few
emails. Ashley Olson has you
covered with this review of
available resources so you can
prepare for your menu rollout.

23 Get the app!

Exceptional Food & STEP 1 | Download the Eventpedia App
Consistency: You cannot on your smart phone.
have one without the
other. STEP 2 | Search for and select Melting Pot
2020 Operators' Conference.
Chef Jason Miller
STEP 3 | Sign in with the email address you
12 indicated on your registration.

Extreme Ownership STEP 4 | There is no step four. You’re done!

Jennifer Dodd breaks down Please accept notifications when you are
the book “Extreme Ownership” downloading the app so that you will be
into three of our core values — included in important conference updates
Leadership, Accountability, and throughout the week.
Teamwork — to accompany her
general session series taking
place throughout the conference.

35

The Perfect Night After

What happens when our guests don’t
receive the Perfect Night Out? Dru
Lundy and Matt Zurcher discuss the
importance of guest recovery and
how to ensure your guests receive
the perfect night after.

tahleetctoemr mfritomtee We dug deep in our planning process to bring a more collaborative spirit to the
2019 Annual Reunion, looking for ways to engage, connect, and have a dialog that
Welcome to your 2020 will ultimately move our brand forward as one. As we set about planning the 2020
Operators’ Conference! Operators’ Conference, we wanted to bring that same energy to you.
We’re in The Sunshine
City of St. Petersburg, UMELT ONLINE
Fla., and they’re gearing
up for the Firestone With the power of the new UMELT Online, we launched a course made just for you!
Grand Prix taking place This course includes video sessions and resources from the 2019 Annual Reunion
March 13 through 15. that will set you up for success on site. It’s your first peek at a panel and the prep
There is a lot to explore you need for the Online Reputation Management Workshop. If you don’t know what
in this bustling city, from we’re talking about, it’s time to log into UMELT Online and get ready for your onsite
the vibrant art scene experience!
to the sizzling culinary
landscape we’re sure THIS MAGAZINE
you’ll find a place to jam
out to live tunes, bask in This is our opportunity to get you what you need to know up front and during the
the nostalgic glow in one conference. This year, the magazine has been loaded into both the Eventpedia app
of the throwback arcades and UMELT Online so we can release it to you early, giving you something to read
lining Central Avenue, or before and during your time at the conference. Think of this magazine as your pre-
satisfy any of your foodie read that will allow us to have a more collaborative experience throughout the event.
cravings.
AGENDAS IN THE APP

Last year, the operators were the first to use the Eventpedia app to access their
personalized schedules. This year you can still find you personalized schedule in
the app – session names, start times, rooms, and surveys are all in one place. Check
into each session to be entered into our Prize Patrol drawings, but don’t forget
about your session surveys! Your real-time, in-the-moment feedback captures how
effective or engaging each session was, and it is crucial to our planning process. Your
feedback makes all the difference!

ROUND TABLES

While feedback shows that operators feel the most valuable part of this conference
is the opportunity to connect with other operators and learn from each other, round
tables are typically the least attended session and receive the poorest ratings.
Instead of bringing round tables back this year, we are introducing panels. We’ve also
planned a social networking event on Monday night to give you all the space to relax,
play games, grab a bite, have a cocktail or two, and talk shop. The power is in your
hands – if you need advice or want to know who’s the best at anything, talk to your
FBC or someone on our conference staff, and we’d be happy to make a connection!

PANELS

In lieu of round tables, we are introducing our Melting Pot Masters Panel Sessions.
These panels are made up of operators and SMEs who are either participating in an
initiative or have expertise on a topic. It’s like one big round table – it’s your chance
to ask panelists questions that they can answer for the benefit of the whole room.

Danielle Kilgore Daniel Leigh Kristy Galke

THE GOLDEN FORKS Did you know?
In 2017, USA Today
With our free night on Sunday and our networking social event on Monday, we’ve named St. Petersburg
moved our celebration to Tuesday. And we have a theme … MpTV Music Video one of five underrated
Awards! From the dawn of the music video era in the 80s throughout the 90s, food cities on the
attendees are encouraged to channel their music video muses and dress the part. If
you are looking through your closet and coming up short, no worries! We will have East Coast.
some props at the event, so you don’t miss out on the fun. It’s time to celebrate and
have a good time!

THIS AGENDA

Presenters prepare for this conference with you in mind. Knowing that this is one
time a year where we can all come together to align around brand standards, learn
something new, and rally around our mission, we developed this year’s agenda to be
focused on the tools, standards, and systems you need to successfully deliver the
Perfect Night Out®.

Every year, we run the risk of packing the schedule too full for feedback, questions,
and idea sharing. This agenda aims to be different. With the information in this
magazine, the UMELT Online course, previous Core Communications, and SPC Pre-
Reads, you have all the information you need to get the most out of this conference.
We used a lot of restraint and careful consideration to bring you what was absolutely
necessary to deliver the Perfect Night Out.

Our mission of the Perfect Night Out is critical to our success. In order to deliver
on our mission, we must routinely evaluate our offerings and our performance.
Upon evaluation – including guest feedback – we’ve launched two major initiatives.
The first is Melting Pot Evolution, which defines our new brand standards around
our Immaculate, Inviting Surroundings and our Exceptional Food & Beverage. We
continue to evaluate the performance of this initiative and improve the food and
beverage offerings that will incentivize guests to turn moments into memories more
often.

In addition to this innovation, guest feedback demands that we improve our Genuine
Hospitality. When our servers fall short of the Perfect Night Out, the results are
dissatisfied guests who share their experiences with their family, friends, and social
media sites. Armed with this information, the Blue Ribbon Commission was launched
as an SPC task force. The BRC was charged with evaluating how our menu could be
better designed to alleviate the burden our servers have in providing lengthy menu
explanations that take away from the Perfect Night Out.

This conference will focus on those initiatives and the changes to standards that
are necessary to make and sustain in order to reconnect with our mission, support
our brand’s reputation, and drive traffic. We hope you leave this year’s Operators’
Conference with a clear vision of how important your influence is in your location and
how you will wield that influence – your leadership makes all the difference.

Dru Lundy Rachel Benzinger Donna Hutchins

Who is your fbc?

AND WHAT DO THEY DO?
Dan Hawkins

I hope you all are excited about being Pot locations two times per year. This Dan Hawkins
at this year’s Operators’ Conference. includes two days in each restaurant and Sr. Franchise Business Consultant
All of us from the Restaurant Support a third day completing a full review, or
Center look forward to this meeting a compliance report if you will; but also We are very resourceful – if we cannot
every year for many reasons, including to share suggestions and best practices help or support your particular
getting a chance to interact with all of on areas where you may be able to challenge, we can direct you to the best
our operators, many this year who are improve. It is the goal of each FBC to not place or person to help.
attending the conference for the first only review all standards, but also to be
time. an extension of your team. We want you On behalf of the entire FBC group, we
and everyone in your restaurant to be look forward to this conference and the
If you haven’t been around long enough successful. learnings you will get and then take with
to spend time with your Franchise you back to your restaurants. Let’s have
Business Consultant at this conference Outside of our QC visits, your FBC is an awesome 2020!
or in your restaurant, let me tell you a always available for support. Much of our
little about our group and what we do. time is spent working with franchisees
and managers on opportunities they
We currently have eight FBCs. I am the may have, and reviewing and analyzing
Senior Franchise Business Consultant financial statements. Many operators
(and not because of my white hair). My have used their FBC as a resource for
role as Sr. FBC is to assist in leading situational leadership, which could
the team supporting the franchise include guest situations; team member
community. The rest of our group coaching and counseling; ways to
is a collection of a ton of restaurant interview, hire and retain team members;
experience, including former multi- building maintenance questions; and
unit restaurant owner and directors, more.
former Melting Pot general managers
and area directors, and a wide range of Being a part of this team for many years
other backgrounds. It is important that now, I can tell you this is a team that
all the FBCs have the experience and genuinely cares about the Melting Pot
knowledge of all levels of the restaurant brand and the people that make up this
business to be able to support and add terrific franchise. If you don’t know your
value for all our franchisees. FBC yet, please take a minute to chat
with him or her and see how they may
Most of you know that we perform be able to support you.
Quality Certifications for all Melting

6 2020 OPERATORS’ CONFERENCE MAGAZINE

FIRST TIME GUESTS

turning a first-timer into a fanatic

Frank Chopski

Last year, I ran scorecard reports for all 18 of my Mid-Atlantic locations by month as
well as annually. The percentage of FTG % was consistently between 15-18%. To put it in
perspective, if you served 30k guests in 2019 and 15% were FTG that would equal 4,500
FTG!

This number may actually be higher because the guests’ survey did not ask how many
people in your party are here for the first time. I see this number as 4,500 opportunities
to recruit your next batch of regulars. When I’m conducting a QC, I will always ask walk-in
guests, “have you been here before?” Almost always, the answer is a NO, and that’s why
they didn’t know to make a reservation.

As a concept, we own making birthdays, anniversaries, and graduations a Perfect Night
Out. This system is in place already, so why can’t we add the FTG to this list of special
occasions? If you were able to get 1k of the 4,500 guests to comeback one extra time,
what would that do for your sales and guest counts? Okay, so how do we identify them?

It all starts at the front door with hospitality specialists asking the question, “Has everyone
dined with us before?” If one person says NO, then that person should be the manager’s
target on his/her table visit. This allows the manager to have a plan before they get to the
table. You have the opportunity to welcome the FTG, then you can thank the other guests
for thinking so much of your restaurant as to bring someone in for the first time. You can
find a welcome FTG card on PICA that offers “free cheese for two” on your next visit, and
you can write in the expiration date – I would recommend 30 days.

I hear from managers all the time, “I don’t know what to say when I get to tables.” My
response is, if you say the same thing as the server (example: How is everything? Can
I get you anything?), then you are a server who has the keys to the building. I ran an
FTG program in my past life when was a Regional VP and was involved with day-to-day
operations. I coached my GM’s and Assistant Managers that every table visit was also an
inside the four walls marketing opportunity. The best thing is this is not an LTO. Every day,
week, month and year, people enter the age that they become our guest. I use 15% FTG as
a conservative number. Majority of my stores are at 18% which changes the number from
4,500 to 5,400 FTG based on 30k guests annually. Operators hit those tables and you will
build your base and business!

2020 OPERATORS’ CONFERENCE MAGAZINE 7

wUeMlcoEmeLTtoONLINE

Cherise Look Hong & Rachel Benzinger

1
2
4

8 2020 OPERATORS’ CONFERENCE MAGAZINE

3 As announced earlier this year, UMELT New developments are in the works
5 moved to its new and improved and will be introduced in the months
home, and we truly can’t contain our to come. So, strap in and get ready to
excitement! While we hope you’ve had embark on a voyage to discover the
a chance to login and check out the depths of UMELT Online and how we,
new platform for yourself, we thought collectively, can impact team member
it would be best to include some key engagement at every Melting Pot. That’s
highlights to serve either as a refresher enough with the chitter chatter, let’s
or access overview. Before we dig in, climb aboard and set sail!
let’s recap a few things:
FIRST STOP: OPERATOR DASHBOARD
• We chose Docebo as our new
Learning Management System (LMS) Congratulations, you’ve successfully
vendor to house the online component navigated to the Operator Dashboard.
of the UMELT learning ecosystem. Upon login, you’ll discover your
personalized dashboard with one-click
• Our eLogic contract expired on access to recent Core Communication
January 31, 2020; we migrated all content, admin management buttons,
active, existing user accounts and learning plans, and more! Don’t take our
corresponding data to Docebo. word for it – check it out for yourself.

• We released a Learning & Operator Dashboard Map
Communications Update that Please note, only those with admin
details all the learning program rights will have access to the Operator
improvements made before launching dashboard.
in the new UMELT Online.
1. Latest Core Communications video
• We launched the new Certified Trainer and Weekly Dip
learning program!
2. Admin links to view reports, check
• We have more program updates team progress, and manage user
coming in 2020 – keep reading accounts
Department Updates to stay informed.
3. Positional learning plans, courses, and
• We hosted five webinars prior to resources
the official January 7 launch to
introduce the platform and all it has 4. Additional management courses with
to offer. Check out the final webinar optional enrollment
compilation under the UMELT Getting
Started course to which all operators 5. Overview of team members with
have been enrolled. courses outside 30-day compliance

• We have more webinars planned – Operator Accounts
stay tuned for more invites to follow The location-assigned guru and trainer
after the Operators’ Conference! admin accounts have been removed.
Admin privileges will be added to your
Even though the new UMELT Online has individual accounts by the Learning &
launched, this is the tip of the iceberg. Communications team at the RSC.

Email learning&communications@
meltingpot.com to ensure you and other
operators at your location have the
adequate access.

The end goal
for managers during
development was one-click
access to content and tasks.

2020 OPERATORS’ CONFERENCE MAGAZINE 9

SECOND STOP: MOBILE APP

Let’s embark on an excursion into the
mobile app before we climb back abord
and continue our UMELT Online journey.
Follow the directions below to complete
this expedition.

1. Navigate to the Apple Store or Google
Play.

2. Search for Go.Learn.

3. Download and enter URL:
https://umelt.docebosass.com.

Congratulations, you’ve completed your
first excursion on this journey!

Log in today to access the
2020 Operators’ Conference
course for managers. And don’t
miss Cherise Look Hong and
Josh Bonanno in the UMELT
Workshop on Tuesday. Check
your personalized schedule in the
Eventpedia app for more details.

TTOHELOMOVKP FPORROIGNRAANM M&VWPHAT

Scott McCurdy

Why do I really like working for Melting Pot? It’s really quite simple. Melting Pot has a great foundation and culture beginning with
our purpose, vision, and mission. Our Core Values and Guiding Principles exemplify who we are. When you work for a company
with a great culture and great people, morale is high, and those behaviors become quite contagious.

The MVP program is a tool to help guide each of us to build strong cultures within our four walls. If everyone is aligned to the
same principles and beliefs and share a common goal, greater success can and will be achieved. You will also see higher guest
satisfaction, lower turnover, and happier team members. It’s a win all around.

What do you look for in an MVP? Your MVP should be easy to spot. This is an individual who has a great attitude, goes above and
beyond, and is a contributor to your organization. They will carry their MVP card on them because they believe that having great
culture is important. Their daily actions will align with our core values and guiding principles. They will work hard to help achieve
our purpose and why we exist at Melting Pot – to provide the Perfect Night Out by turning moments into memories through a
social interactive dining experience.

10 2020 OPERATORS’ CONFERENCE MAGAZINE

The Key to the
Perfect Night Out®

An excerpt from the 2019 Annual Reunion Magazine

When the Annual Reunion is fast “By quantifying and examining each I urge you to take the time to develop
approaching, we look forward to a few phase of the ‘Customer Experience our leaders and your teams on our
days when we will make memories that Cycle,’ Secret Service reveals clever, mission, The Perfect Night Out, and the
will last a lifetime. This should be no practical ideas that can be transformed key to turning moments into memories:
different from what happens each night into repeatable best practices in any Secret Service.
in our restaurants. We all know the organization and at every level. Packed
WHY to delivering on our mission of The with examples applicable to a wide Update
Perfect Night Out®. But for our teams to range of industries, this book provides John DiJulius has a new book, “The
deliver an experience that becomes a practical, realistic ways to: Relationship Economy: Buliding Stronger
memory, we need to remember Secret Customer Connections in the Digital
Service. • Turn customer complaints into Age.” The following is an excerpt from
positive experiences Google Books.
When John DiJulius spoke to us about
the hidden systems of secret service at • Use marketing to go deeper with In “The Relationship Economy,” author
his John Roberts Salon, he challenged existing customers John DiJulius teaches business leaders
us to deliver an experience where price about the importance of relationship
does not matter. In his salon, they have • Increase customer and team member building in the digital age. He argues
the ability to charge a higher price for retention that in spite of (and because of) the
a service that is offered all throughout advances in tech, we've become a
his city. We had the luxury of having • Turn bland customer service into truly less connected society. We have
that time with John, and we took that memorable customer experiences.” dramatically evolved away from face-
knowledge, absorbed it, and went back to-face communication, and the skill of
to put that knowledge into action. This is the heart of our genuine building rapport is evaporating. This
hospitality. means that customer personalization
Think about today and our leaders – and relationships are more important
the front line, who we expect to make As an organization, we must be now than ever—and they will be the
that experience priceless for each committed to and focused on The key to success for businesses moving
and every guest. Have we given our Perfect Night Out only every day. If you forward. As he aptly states, “Being able
teams the tools to fully understand examine your organization and realize to build true sustainable relationships
the fundamentals of Secret Service? your operators don’t yet understand is the biggest competitive advantage
In the book “Secret Service,” John “the secret” to our success, provide in a world where automation, artificial
reveals the hidden systems of the few them the resources! John has two intelligence, and machine learning are
exceptional companies: the actions they books, and one that features the Melting eliminating the human experience,
take behind the scenes to consistently Pot: “Secret Service” and “What’s the which is what creates the emotional
surpass customer expectations. These Secret.” As we are in age of, “Can I just connections that build true customer
organizations reap the benefits of watch the video?!”, there are many loyalty.” This book reminds readers of
greater customer loyalty, exponentially examples featuring John and his talks on the importance of personal connections
expanded referral networks, lower team Secret Service on You Tube. and shows them how to attain
member turnover, and stronger bottom- meaningful, lasting relationships with
line results. their customers.

2020 OPERATORS’ CONFERENCE MAGAZINE 11

OEXWTNREERMSEHIP

Jennifer Dodd

On any team,
in any organization, all
responsibility for success
and failure rests with the
leader. The leader must
own everything in his or
her world. There is no
one else to blame.

12 2020 OPERATORS’ CONFERENCE MAGAZINE

Taking extreme ownership is a Jocko Willink is a decorated retired Navy SEAL officer, profitability (COGS, labor productivity),
fundamental key to success at Melting author of the book Extreme Ownership: How U.S. training statistics (UMELT), management
Pot. This is because successful leaders Navy SEALs Lead and Win, and co-founder of Echelon development (promote from within),
take absolute ownership – Extreme Front, where he is a leadership instructor, speaker, and brand standards (QC). This
Ownership – not just for the things and executive coach. approach also supports the growth of
for which they are responsible, but an Extreme Ownership mindset among
for everything that impacts the For leaders, the humility to admit and your team members, as a high level
mission. Leaders that practice Extreme to own mistakes and develop a plan to of communication regarding how the
Ownership cast no blame, make no overcome them is essential to success. team is performing against goals, with
excuses, and, instead of complaining The best leaders are not driven by ego action plans that are executed together
about challenges or setbacks, these or personal agendas. They are simply encourages comradery and group
leaders develop solutions and solve focused on the mission and how best commitment.
problems. Further, leaders who take to accomplish it. Leaders must own
Extreme Ownership focus on leveraging everything in their world. There is no one “On any team, in any organization, all
assets, resources and relationships to else to blame. responsibility for success and failure
get the job done, putting the mission rests with the leader. The leader must
and the team ahead of their own egos. Application to Melting Pot own everything in his or her world.
Take the time to establish short and There is no one else to blame. The leader
The most successful high-performance long-term goals with your team and must acknowledge mistakes and admit
teams demonstrate this mind-set of use the SMART format, (Specific, failures, take ownership of them, and
Extreme Ownership throughout their Measurable, Attainable, Realistic, and develop a plan to win.” Jocko Willink,
organizations. The premise is simple Time-Bound) for this goal setting. When Commander of SEAL Team Three’s Task
really – once people stop making you follow this format, the measurable Unit Bruiser during Iraq war, and co-
excuses, stop blaming others, and take KPIs are baked in, allowing you to author of the book Extreme Ownership.
ownership of everything in their lives, measure the team’s performance against
they are compelled to take action to the target goals. This is your opportunity ACCOUNTABILITY
solve their problems. This makes for as a leader to consider the demands of
better leaders, better followers, more the SMART goals established, identify When leaders who epitomize EO
dependable, actively-contributing team talent and potential skills gaps in your drive their teams to achieve a higher
members, and it makes the leader more team and relentlessly train against those standard of performance, they recognize
skilled in confidently driving toward gaps to strengthen each team member. that when it comes to standards, as
the mission accomplishment, while This approach allows you to champion a leader, it’s not what you preach,
remaining humble – and demonstrating the team’s achievement of the goals you it’s what you tolerate. They remain
the ability to keep egos from damaging set together for each shift, each week, resolute in not lowering standards,
relationships and adversely impacting each month. You can establish goals even when it is convenient. Realizing
the mission or the team. across all areas, to include the following: that, if allowed, mediocrity seeps in and
sales goals (PPA and guest count), guest takes control, a leader guards against
The principles of EO are simple, but not satisfaction ratings (social and GSI), this mediocrity fiercely! How does one
easy. Taking ownership for mistakes and become mediocre? It always begins
failures is hard. But doing so is the key by making concessions – today in this
to learning, to developing solutions, and, matter, tomorrow another – gradually
ultimately, to victory. you find yourself swimming in a sea
of mediocrity. Leaders refuse to allow
Let’s dive deeper into three key EO their teams to become mediocre as they
principles that we must apply to win at realize there’s too much at stake.
Melting Pot every day.
Application to the Melting Pot
LEADERSHIP As leaders it is important to be a
student of the brand standards and be
Leadership is the single most important unapologetic about the expectations
factor to victory. For all the definitions, to meet those standards as expected.
descriptions, and characterizations of Do however, take the time to gauge
leaders, there are only two that matter: the current state of the team against
effective and ineffective. Effective the standards and take an honest look
leaders lead successful teams that at training that is needed or resources
accomplish their mission and win. that are required to truly support the
Ineffective leaders do not. The principles team with delivery of standards on every
and concepts described in EO, when shift, every day- then help the team get
properly understood and implemented access to the training and resources
enable any leader to become effective required.
and dominate their mission to achieve
goals, regardless of obstacles.

2020 OPERATORS’ CONFERENCE MAGAZINE 13

tone for the entire team. The leader
drives performance – or doesn’t. And
this applies not just to the most senior
leader of an overall team (owners), this
applies to the junior leaders of teams
(operators) within the team as well. If we
execute with monumental effort just to
reach an immediate goal that everyone
can see, we can then continue to the
next visually-attainable goal and then
the next.

As a team member, there is nothing Application to the Melting Pot
more empowering than having access to Every day we have an opportunity to
the system standards and being trained deliver on the brand promise to our team
to achieve the standards, then having members and our guests. That promise
access to the tools to enable you to do is to deliver the Perfect Night Out! This
a great job with reaching the standards is a promise built on the core values and
while the leader cheers you on. guiding principles that we hold dear at
the Melting Pot; just like the members
“Expect only the best, deliver nothing of a team, they are valuable individually
less than your best, and accept nothing – but their value grows exponentially
less than the best!” Jennifer Dodd when they are linked together. As an
example, when the Melting Pot principle
TEAMWORK of Family & Belonging is linked together
with Accountability, then the purpose
Leadership is the single greatest factor of accountability and the importance
in any team’s performance. Whether a of the outcome associated with being
team succeeds or fails is up the leader. accountable for all results is better
In Extreme Ownership, Jocko shares understood as those results fuel our
an important EO principle – There are ability to care for each other in the way
no bad teams, only bad leaders! This is that our principle of Family & Belonging
because the leader’s attitude sets the are intended. Leaders set the standard
for taking care of each other and
winning as a team by reaching agreed
upon goals and driving results.

“There can be no leadership when there
is no team.” – Jocko Willink

When these Extreme Ownership
principles are delivered effectively in our
daily lives, it means our performance
over time will increase substantially and
we will cross the finish line to victory!
Leaders must never be satisfied. They
must always strive to improve, and
they must build that mind-set into the
team. They absolutely must complete
an honest assessment of their team
performance and demonstrate the
courage to adjust as necessary, to build
high-performance teams that dominate
and win!

Join Jennifer Dodd each morning
beginning at 9:30 a.m. in our
General Session ballroom for her
series on Extremem Ownership
and how your leadership makes
an impact.

14 2020 OPERATORS’ CONFERENCE MAGAZINE

Vegan Cheese & Chocolate Fondue

Dru Lundy

We are excited about future growth VEGAN CHEESE & CHOCOLATE FONDUE OFFERINGS ARE REQUIRED
of the vegan market for our brand
and believe the products Chef Jason Some have asked us the reason for making the vegan cheese and chocolate fondue
Miller have procured add value to offerings a brand-wide requirement. As we shared in the January 21, 2020, SPC Pre-
our exceptional food offerings while Read, the growth in vegan dining continues to grow at exponential rates.
bolstering our menu offering to this
ever-growing consumer group. Sales C- Vegan 4C CHEESE- CHOC- E- Vegan
2019 $45,188.80 Vegan Fondue Vegan Fondue Good Earth
WHY VEGAN? 2018 $10,773.76 $20,984.31 $14,900.44 Vegetarian
Change $34,415.04 $4,755.70 $5,051.32 $15,097.25
Some of you may remember that PETA % Change 76% $16,228.61 $9,849.12 $653.44
published an article on May 29, 2018 77% 66% $14,443.81
titled “Vegan at The Melting Pot: 4 96%
Courses, So much Yum” (https://www.
peta.org/living/food/the-melting-pot- We expect the vegan dining population to continue to grow for the Melting Pot and
offers-four-course-vegan-fondue/). want to be sure that all restaurants are ready to receive and safely serve these loyal
This was also tweeted out around that guests. The 2020 Spring National Menus will have a callout for the vegan cheese and
same time and received a lot of online chocolate fondue, so you will need to be prepared to offer these items at all times.
engagement. Many locations received
calls from potential guests inquiring VEGAN MENUS
about the vegan menu offerings and
availability. This created an increased Since the 2019 Spring National Menu, the four-course vegan menu has been available
awareness in the market and within to offer as an option. It is available on Pica9 for any location that wants to use
our franchise community to seek it. While the four-course vegan menu is optional, the offering vegan cheese and
additional support for the World Vegan chocolate fondue is a brand standard and must be available at all times. There will
Month, which is November. This is a be an updated vegan menu available on Pica9 in March to align with the 2020 Spring
great promotion to add to your local National Menu.
marketing calendar for November.
PRE-FIXE/HOLDAY MENUS
With the addition of the grill cooking
style to the national menu and the We have had several guest comments and inquiries regarding the availability of
transition to a certified vegan bouillon in vegan cheese and chocolate fondues on holidays and pre-fixe menus. We would like
2019, we are now able to offer a four- to take this opportunity to reinforce the brand standard that as of the 2019 Spring
course vegan menu to our vegan guests Menu, vegan cheese and chocolate fondues are available all days, including pre-fixe
outside of just the Bourguignonne and holiday menus.
cooking style (without the batter/panko)
to include The Garden Pot entrée, a nice APPROVED VEGAN CHEESE & CHOCOLATE FONDUE ITEMS
variety of vegan-friendly breads and
some new dessert dippers. With the The following items may be ordered with a two-week lead time from your
increase in guest requests for vegan foodservice distributor:
menu items, we feel it’s important as a
national brand to have some consistency • DOT Item # 646632/Follow Your Heart Item # 57008 Vegan Gourmet Cheddar
in how and what we are offering vegan Shreds (8/8 oz). Total shelf life of 180 days from manufacture date and product can
guests. That is why the standard be frozen and used up to an additional two months after the “Use By” date.
for carrying the vegan cheese and
chocolate fondue items has changed to • DOT Item # 637551/ Enjoy Life Item # F00306W Semi Sweet Mini Chips (12/10 oz).
mandatory. Shelf life 1 year.

2020 OPERATORS’ CONFERENCE MAGAZINE 15

GRAND BAY FOYER B Lobby Level South Entry

THURSDATE: OPERATIONAL BEST Fitness B
PRACTICES Center

hosted by Ashley Olson & Ana Rosales Starbucks
During this demonstration station, you
will review operational best practices Bayboro
for Thursdate, including how to create Room
romance with table setups, taking
reservations, explaining the promotion Grand Bay
to guests, and offering Romance Foyer
Packages and add-ons.
A
BAYBORO A

FUSION PREP LINE CHECK LAUNCHING
WITH THE SPRING NATIONAL MENU

hosted by Josh Bonanno & Sky Perry
Get excited, because the digital line
check in Fusion Prep is launching with
the Spring National Menu! Take a break
with Josh and Sky to learn how to use
the new functionality and the follow-up
functions available.

GRAND BAY FOYER A

CURATED ENTRÉES ON THE SPRING
NATIONAL MENU

hosted by Matt Zurcher & Dan Hawkins
During this demonstration, you will learn
about the differences between the old
and new offerings and changes of the
plating standards and piece counts with
more information on the operational
efficiencies and more.

aDEgMuidOeNtSoTRATION STATIONS Lobby

Rachel Benzinger

16 2020 OPERATORS’ CONFERENCE MAGAZINE

Williams Demens St. Petersburg
Foyer Foyer

Williams Demens HTC 3

1 23
HTC 2

HTC 4

South St. Petersburg Ballroom ST. PETERSBURG FOYER
North
Grand Bay STANDARDS LAUNCHING WITH THE
Ballroom SPRING NATIONAL MENU

hosted by Kristy Galke &
Scott Martin
During this demonstration station,
you will learn about the new service
standards, including the reduced server
greeting, taking the complete order
beginning with the combo first, and the
reduced entrée presentation.

B WILLIAMS DEMENS
THURSDATE: MARKETING BEST PRACTICES NUTRITIONAL TRAINING
hosted by Judy Schmidt, hosted by Dru Lundy and Frank Chopski

Brittany Ryan & Michael Slade At this demonstration station, you’ll have

During this demonstration station, you a chance to refresh your knowledge on

will review marketing best practices for nutritional supplements, allergy lists,

Thursdate, including key dates, national cataloging ingredient information, and

efforts in the works, and local efforts following gluten labeling and storage

that you can adopt. procedures with an opportunity to ask

questions.

GRAND BAY BALLROOM A GRAND BAY BALLROOM B Demonstration stations are back by
popular demand! This year we have
CHEESE & CHOCOLATE FONDUE DIPPERS NEW ITEMS LAUNCHING WITH THE SPRING
ON THE SPRING NATIONAL MENU NATIONAL MENU eight stations that are focused on
upcoming initiatives and promotions,
hosted by Seth Van Der Stelt & hosted by Chef Jason Miller &
John Westland Scott McCurdy led by subject matter experts who
During this demonstration station, you During this demonstration station, will review or demonstrate some-
will learn about the new dippers and Chef Jason will showcase some items thing tactical meant to help you train
plating procedures for our cheese and launching with the Spring National and coach your teams when you
chocolate fondue courses, which include Menu, including the lettuce chopper, the return to your location. Don't for-
macarons, cream puffs, cheesecake new plating for the vegetable medley, get to ask questions and take notes
slices, Parisian carrots, and plating and the availability of new cooked because these are built with YOU in
variations for both courses. potatoes – this one you get to try!
mind.

2020 OPERATORS’ CONFERENCE MAGAZINE 17

2a0g2u0ideINtIoTIATIVES

Thursdate Spring National Fonduo Test Spring Test

Our first day-of-week During this conference Spring Fondue Fest is set to The 2020 Spring Test Menu
national promotion is you will learn all about the begin testing in mid-March rolls out in 12 dedicated
launching March of 2020. new service standards, in preparation for a national testing locations on April 16
March 5 is the soft-launch updates and operational Fall Oktoberfest traffic and will test initiatives that
for the promotion. We want execution for this menu driving promotion, the idea include but are not limited
to build on our reputation rollout. This menu features of which did very well with to the following:
for romance by leveraging our four-course experiences consumer focus groups
the Thursdate promo for packaged for two people, in 2019 when researching • An update to our service
our brand. April 16 is the including the Big Night limited-time offerings and model (please see article
external marketing launch Out four-course package traffic-driving promotions for more info)
with surround sound for two. The goal of this and the Blue Ribbon
marketing outside of the menu is to have the menu Commission menus. The • The test stores are paired
4-walls. Your priced menus do the explaining so the 30-day test is a follow-up into groups of three this
with the updated creative server does not have to to one completed this past time and we will test
will arrive in your spring – the server will be there fall, and its goal is to finalize 4 menus. The national
menu boxes for the April 16 to answer questions and operational and marketing menu is the base of this
launch. provide guidance, but we execution of the program. menu test. The major
want the guests to be able Testing will be done in three modifications to testing
to figure the menu out on versions to determine the include the Complete
their own. Our goal at this best path forward, but also Fondue Experience
conference is to prepare you to allow for flexibility and section begin priced
for training your teams the ensure each location can for two only with no
week of March 23. Refer to participate successfully upcharges “per person”
the 2020 Spring Menu folder when this rolls out brand- inside of this section. We
on FranConnect for all the wide. are also testing flipping
important details. the pages with the four-
course experience and Big
Night Out options being
on the left side of the
menu.

• Food Items, including
a new bread program,
manufactured exceptional
dressings and sauces
(does not include Green
Goddess or Garlic Dijon
Butter), sauce pumps,
chocolate fondue dippers,
charcuterie offerings, and
update curated entrées.

• Beverage items, including
a Manhattan for Best
in Glass and a Highball
section

18 2020 OPERATORS’ CONFERENCE MAGAZINE

Endless LTO Thanks and Giving Fall Test Fall National

Our second national As we gear up for the The 2020 Fall Test Menu The 2020 Fall National Menu
promotion to rollout in 2020 2020 Thanks and Giving is scheduled to roll-out rollout is currently slated
is the brand-wide launch campaign, read the article on October 22 with a for November 10. Anything
of our Endless limited-time in this magazine on how goal to continue to work learned from the 2020
offering. We are targeting you can engage with the collaboratively with the BRC Spring Test Menu would be
a June/July rollout for campaign and inspire your task force (with support considered for the 2020
this promotion during the team to reach our goal of of the SPC) and determine Fall National Menu. We are
slowest weeks of the year becoming a one million- the best path forward for also anticipating another
with a goal to drive guest dollar partner. Stay tuned to Menu Development, Service layer for the updated service
traffic and leverage our Core Communications for Model, Productivity and model to rollout nationally
brand-wide marketing updated information on this Performance, Design, and by fall.
efforts. The Endless LTO year’s campaign. Customer Journey Insights.
will be similar to the Endless
OTS many locations have
used in the past, designed to
be a four-course offer with
endless entrée only (the
entrée course is the only
course with refills). This offer
tested well in previous years,
and we see this offer as a
nice way to boost traffic in
the slow summer months.

2020 OPERATORS’ CONFERENCE MAGAZINE 19

2IN0F2O0RsMprAinTgIOnaNti&onaTlRmAenINu ING
RESOURCES

Ashley Olson

This exciting rollout is the culmination Learning & Communications created ONHAND GUIDES
of intensive and comprehensive Blue training for all team members in UMELT Three guides will be available for
Ribbon Commission (BRC) menu Online, and Operations created a training: a Manager Execution Guide,
research. The BRC started from a need variety of information resources that are Front of the House Menu Masters
to make our menu simpler for guests available on FranConnect. Guide, and Heart of the House Menu
and increase guest satisfaction. The Masters Guide. They will be shipped to
BRC panel included experts from the 2020 SPRING NATIONAL TRAINING your location along with other training
franchise community, the Restaurant RESOURCES materials. Here is a brief overview of
Support Center (RSC), and outside each:
advisors. The Learning & Communications team
is hard at work creating the training • The Manager Execution Guide is the
The subsequent menu test and overall support you need to execute the most comprehensive of the three
project were very exciting for the 2020 Spring National Menu, including guides, and it includes manager-
Melting Pot brand. Melting Pot has never materials for managers, Front of the specific information and a useful pre-
taken a holistic approach of addressing House, and Heart of the House team launch checklist to ensure your store
guest experience deficiencies before. members, all designed to inform your is completely ready.
We’re thrilled to deliver a menu that staff about the new menu details,
is simplistic, easy to understand, and service procedures, and standards. • The Front of the House Team Member
encourages our guests to have fun with Guide provides a roll-out overview
fondue. If you haven’t explored the new UMELT and verbiage for explaining the Spring
Online, this is a great time to look National menu to guests in multiple
The 2020 Spring National menu tested around. Nearly every course has been scenarios.
very well with consumer focus groups; updated, redesigned, and refreshed in
and, combined with the new service some way. The Menu Masters courses • The Heart of the House Team Member
procedures, test locations saw a wide and training resources for the Spring Guide provides a roll-out overview
range of benefits. National Menu will be available on and menu preparation information.
umeltonline.com in March following
To support your location in this exciting the Operators’ Conference. Here is a
rollout, various RSC departments have summary of the training materials you
created a range of support materials can look forward to using for this rollout.
for learning and continual reference.

20 2020 OPERATORS’ CONFERENCE MAGAZINE

UMELT ONLINE COURSES ONSITE MEET & PROVE ACTIVITIES 2020 CORE WINE LIST
The L&C team is developing two Menu The L&C team created Front of the Our updated core wine list for 2020
Masters courses: one for Front of the House and Heart of the House Trainer outlines all changes to the core list
House team members and another for Guides and Prove worksheets. The and new wines, including our JNSQ
Heart of the House team members. Both trainer guides contain training objectives Rosé (also featured with our Thursdate
courses provide staff with the must- that outline what team members should promotion).
know details for a successful menu know before the roll-out launches with
roll-out. Meet and Prove activities for trainers to IGNITE MENU GUIDE
use. Our second menu guide for this rollout
• The Front of the House course includes additional Purchasing &
contains videos and interactive ONLINE REVIEW ASSESSMENT Distribution details regarding product
elements that define the basics of To fully complete the training, team transitions and new product info, POS
the roll-out and demonstrate how members will be required to answer instructions for taking the order “Combo
servers and hospitality specialists online review questions. When team first,” R&D updates from Chef Jason
can communicate the Spring National members successfully complete Miller about new specs, and more!
Menu details to guests. the review questions, managers
and certified trainers will know that 2020 SPRING MENU PRICING
• The Heart of the House course they understand the roll-out and
contains the basics of the roll-out as are prepared for a successful Spring SHEET
well, and it also focuses on the plating National launch! This updated pricing sheet combines
and execution of Spring National your cost-out and pricing tool into one,
Menu items. 2020 SPRING NATIONAL ADDITIONAL easy-to-use costing tool to ensure your
RESOURCES ON FRANCONNECT pricing strategy for this menu rollout is
JOB AIDS available. Please read the instructions
Job aids, entrée plating cards, and Located on FranConnect in the 2020 tab of this document for more helpful
the Allergen Chart will all be updated Spring National Menu Rollout folder, you information.
with the information needed for the can find these additional resources to
Spring National Menu rollout. Job aids help you prepare for and plan your menu 2020 LOCATION FAVORITE LIST
are meant to be supplements to the rollout. This document outlines all available
information found in the guides and Location Favorite options for the 2020
online courses, and they highlight ENGAGE MENU GUIDE Spring National Menu print for cheese
important information in easy-to- This guide almost has it all – menu fondue, salad, and chocolate fondue.
reference formats. Because they are overview and upcoming changes, The list has been drastically reduced and
designed to provide quick guidance exceptional beverage section including specially-curated by Chef Jason Miller
during busy shifts, they will be printed the recipe for our new core cocktail, based on PMIX data from the system on
and shipped to locations. Plating cards best practices, important dates, menu what recipes are the most popular. The
will be available for use in Fusion Prep guidelines and instructions, Purchasing shortened Location Favorite lists also
(digital KRM), but they are also available & Distribution updates, POS info, and support our goal to simplify operations
for purchase in the Melting Pot Print more! and processes for the franchisees and
Shop or can be printed from UMELT the RSC.
Online.

2020 OPERATORS’ CONFERENCE MAGAZINE 21

LOCATION &APRPECRIOPVEESD & HOLIDAY
FAVORITES BANK

Ashley Olson

Located on FranConnect in the Exceptional Food & Beverage nutritionals. The reduction in the number of cheese and
folder, you will find the sub-folders for Location Favorites, chocolate fondue LFs and the removal of the protein LFs
Approved Recipes, and our Holiday Bank. These recipes have were geared toward streamlining the menu for guests and
been curated by Chef Jason Miller and categorized in the simplifying the decision-making process for each category of
appropriate place based on their intended and recommend the menu. It also helps with execution for service and prep for
use. the HOH by limiting the number of recipes we provide without
compromising the guest experience.
Location Favorites are recipes that you can select for your
core menu in the cheese fondue, salad, and chocolate fondue Our Approved Recipe folder contains all the brand-supported
categories. The LF lists have been drastically reduced for the approved recipes that are available for locations to offer
upcoming 2020 Spring National Menu rollout. The number throughout the year on promotional and holiday menus.
of LFs allowed on the core menu have also been reduced. Recipes that have been removed from the Location Favorite
The LF protein options and LF icons on the menu have been lists for the 2020 Spring National Menu rollout have been
removed altogether. moved to the Approved Recipe folder and will remain
available for limited-time use on event menus. In this folder
These decisions were part of the Blue Ribbon Commission you can find approved recipes for Cheese Fondue, Chocolate
learnings and a continuation of the company’s goal of systems Fondue, Entrées and Cooking Styles, Salads and Dressings,
simplification so that together, the franchise community and Sauces, and Starters.
the Restaurant Support Center can remain focused on what is
really going to move the needle and drive the results we seek The Holiday Bank folder contains recommended and curated
with menu simplification, guest satisfaction, and a focus on recipes for specific holidays throughout the year by our very
business results for profitability. The LF icons were deemed own Chef Jason Miller. Of course, this includes Valentine’s
an unnecessary distraction for guests in consumer testing Day, our #1 holiday of the year. Planning a St. Patrick’s Day
and did not contribute to simplifying the menu “noise.” menu, Cinco de Mayo special or a Fourth of July promotion?
We’ve got you covered with recommended recipes to feature
The number of Location Favorites in the updated lists were from New Year’s to Christmas, and everything in between.
selected for the overall system usage and popularity. We With over 200 recipes in the library, we are confident that
can better leverage our support by limiting the number the holiday recipe recommendations provided by Chef Jason
of unique recipes and products that we maintain for core Miller will be exactly what you need to create that special
menu execution – this includes maintaining and updating occasion event menu for your guests!

22 2020 OPERATORS’ CONFERENCE MAGAZINE

EXCEPTIONAL FOOD & CONSISTENCY:

You cannot have one without the other.

Chef Jason Miller

When you go out to your favorite place You cannot successfully have any of members have filled them 3/4 full. While
to dine, you do not expect the same dish these things without consistency. Being it may appear to be an extremely small
to be different each time you order it, do consistent is not an inherent trait but variance, it does translate into literally
you? Of course not. a learned skill. The repetition of the thousands and thousands of dollars in
correct action builds good habit and wasted product that is not used, as well
In your restaurant do you ever hear discipline. You as the manager of your as the wasted labor needed to produce
someone say, “Only Timmy can make operation have the responsibility of the sauces.
that recipe, because he makes it the developing those good habits and
best”? You have likely heard something discipline to achieve consistency. Reading the recipe tells you the
similar. But why? right equipment to use.
Using the recipe every time Consistency using the recipe includes
Guests frequent Melting Pot nationwide, ensures consistency. being consistent in using spec
meaning that they visit more than Creating Exceptional Food requires ingredients and equipment.
one location for most guests. They using a prescribed recipe. The recipes
are looking for those familiar flavors, you need are all in Fusion Prep, our The R2 Robot Coupe food processor
smells and textures they have come to digital Kitchen Reference Manual, spins its blades at 1750 RPM. So, a recipe
love and enjoy. I have received quite and are available readily and easily to that calls for using the Robot Coupe
a bit of feedback from guests asking reference for all the items produced and for a prescribed amount of time or
why certain menu items are “better” in Melting Pot. These recipes are manner will yield the intended result.
or different at different Melting Pots – developed with consistent methods of Using a different brand food processor
which is odd since each location is using Research & Development to ensure they will yield a different result. The resulting
the same exact recipe. are exceptional before being introduced. product may be over or under mixed.
Our testing program also remains It may be less chunky or chunkier than
If we are all using the same recipe, with consistent in its operation to ensure the designed. The flavors, textures, and
the same equipment and approved integrity of the data produced. viscosity can all be off.
ingredients, there should be no
fluctuation with recipes from team Consistency in following the procedure Even if using the spec equipment, the
member to team member and location will also help reduce waste and help procedure within the recipe must be
to location. Being consistent is essential keep food cost in line, even if the adhered to. Blending something for
to Exceptional Food. It is essential to procedure is for something as mundane four minutes instead of the recipe’s
guest satisfaction. It is essential to as filling up sauce ramekins. The spec is three-minute instruction can have a
maintaining food cost. It is essential to to fill them 2/3 full and many times team detrimental effect. Just the friction of
an efficient operation. the blade along the ingredients can

2020 OPERATORS’ CONFERENCE MAGAZINE 23

heat up and raise the temperature of shift, a situation at work or at home, a second time, more chemicals to
the mixture in the Robot Coupe, thereby what else you need to prep that day, wash said utensils, the possible delay
altering the recipe in a negative fashion. will Timmy show up to work dish station to the Line Check, and more. Reading
tonight – the list goes on. Having the the recipe each time prevents that
We have a new piece of required recipe available allows you to not miss additional labor spend and increases to
equipment coming out of testing that an ingredient or a step that could yield food cost.
will better ensure consistency as well as an unexceptional result.
reduce labor and waste – the Lettuce Another benefit of consistency is guest
Chopper. You will see this device in Recipes provide vital information satisfaction. Our guests know and love
action at the conference during the for achieving Exceptional Food. Melting Pot for over four decades. There
Demonstration Stations on Monday. Consistency in ingredients used is not a single company, restaurant
This unit is like the vegetable chopper/ is vital. We have specifications for industry or not, that makes it that long
dicer that many of you use to dice every ingredient that can have a without consistency. Innovation is
tomatoes and onions but with a larger significant impact to a recipe. It is for part of consistency, as are other new
blade grid that cuts 1” x 1” cuts every good reason, consistency. Only using and exciting evolutions in our menus
time, very quickly. The roll out of this Melting Pot approved items is the best and items. The consistency lies in the
equipment will coincide with the recipe way to ensure you are using the right execution. If we improve a recipe or
specification change to the cut on the ingredients for the recipe that will yield alter it for a beneficial reason, that
romaine. The romaine will align with the the results as the recipe was designed. improvement or alteration gets lost
iceberg and both be cut at 1” x 1” and Nutritional information is now federally when the recipe is not followed. The
no longer be cut at 1” x 1.5”. The weights mandated as a requirement. Using guest does not care what the issue is or
and measurements of the salads remain unapproved recipes as well as incorrect what the root cause is. They are the end
unchanged. The introduction of this unit measurements can yield inconsistent recipient of the item. So, if the Sweet
will ensure consistency on our lettuces results which can alter the nutritional & Tangy Dressing did not marinate for
that currently can be a challenge and information of a menu item. its prescribed time after production
laborious. to allow for all the ingredients flavors
Innovation can be advantageous to to meld and bloom, and was served
Utensils are pieces of equipment also achieving consistency. We have our immediately after creation, the guest will
listed out in each prep recipe because proprietary recipes for both Teriyaki taste that – and it will not a be a positive
those are the items needed to be able and Ginger Plum sauce. We also have experience.
to accurately produce the recipe. A proprietary recipes for our Memphis
digital scale means just that. Using an BBQ rub and Herb De Provence. Consistency is something everyone
analog spring scale will not get you Could recipes like these mentioned be wants, especially our guests. Being
the accuracy needed. A rubber spatula produced in house by each restaurant? inconsistent, even just one time, can cost
is not a spoon, so not using a rubber Of course, they could; but we outsource you a guest or more.
spatula where directed will leave extra having them made for us to our exacting
product behind, which can compromise specifications. We have many more Exceptional food has no exceptions, and
the result and cost you money. recipes made in house that could consistency is not a part-time initiative.
be outsourced and produced using
Check the recipe … it might have our exacting recipes and standards Chef Jason Miller has more
changed. for exceptional food. That project is in store for you in his general
Fusion Prep and referencing a recipe currently under way, with a goal to session on Monday after lunch.
needs to happen every time a recipe reduce labor and complexity within our You won’t want to miss it!
is executed. Fusion Prep allows us to operations while maintaining exceptional
continuously update recipes in real time food quality and flavor for these
when the need arises. This could be as products and recipes.
simple as a measurement clarification,
could be due to a shortage in the Use the recipes today. And
supply chain, or could be as severe as a tomorrow. And the next day…
potential food borne hazard. Refreshing The overwhelming reason for a poorly-
your tablet before the start of a prep yielded recipe and end result is due
shift and a few times throughout the to inconsistency in both using and
course of the shift will allow any updates following the recipe. There is no “badge
to be current on your tablet. These of honor” or triumph in not using
updates are not often, but you should be the recipe. It actually strips away the
aware of this feature. integrity of your leadership due to the
consequences that are the result. The
Many of you have made some or most of benefit of using and following the recipe
the recipes, being used in your location, every time can often be a decrease in
multiple times. This is not an excuse your food cost and labor. Having to
to opt out of using the recipe each remake a recipe due to it being made
time you make an item. Aside from the incorrectly the first time causes more
potential update to a recipe occurring, ingredients to be used, more labor to
as previously stated, we are all busy. make the recipe again, more work for
Busy multitasking, thinking about the the dish station cleaning the utensils

24 2020 OPERATORS’ CONFERENCE MAGAZINE

You as the
manager of your
operation have the
responsibility of
developing those good
habits and discipline to
achieve consistency.

2020 OPERATORS’ CONFERENCE MAGAZINE 25

FuRsEinEgDOfoMrmulaic feed back

Josh Bonanno

Talking is easy, but sometimes it’s difficult to be heard. You can never know with certainty people’s intentions. Almost
Mangers who don’t learn how to be heard end up yelling or all late team members intended to be on time. So why would
imploding. I learned how to give feedback with guidance from it even be a factor in feedback? You can’t measure people’s
a book and accompanying Podcast called “Manager Tools.” intentions, so you can’t compare them to their outcome.
I practiced the formula for feedback for the lion share of a Let’s take for instance, two team members at different tables
decade and let me tell you, the four-step feedback model truly who forgot to put a pick through the lemon for their guests’
works! And because of that, it gave me freedom. It gave me the waters. One intended to but forgot, while the other didn’t
freedom to say what I needed say with clarity. It gave me the know. Should the feedback you deliver be any different? No,
freedom to hold those accountable to my requests because because, “We put picks in the lemon, so the guest doesn’t have
I was clear, and the message was actionable. I even had the to get their fingers wet,” is perfectly effective for both team
freedom to take days off, all because I taught my management members.
team to give feedback.
Now let’s unpack attitudes, which are simply a collection of
Imagine what it would be like if your whole team listened and behaviors. The goal of feedback is to change a future behavior.
did what you asked. Now imagine what you would have to do Telling a team member that they have a bad attitude doesn’t
to earn that responsibility. Let’s get started. give them the tools needed to change their behavior; and,
based on my personal experience, this is more likely to make
Feedback has nothing to do with attitude or intentions. things worse. Instead, identify the behaviors that constitute a
bad attitude. Behaviors like crossed arms, huffing, rolling eyes,
Before we look at the model, we first need to unpack behavior, and looking at a phone during PreShift are all signs of a bad or
because that’s at the heart of the matter. A lot of leaders careless attitude.
get tripped up on intentions or attitudes, which are not only
difficult to measure but hard to change. Behaviors on the other To better understand what behaviors are, I sat in the center of
hand are actionable and things we do (what we say, the way my operation to observe and journal the behaviors of my staff.
we say them, and the results), all of which can be observed, I came to three importation conclusions, which helped me
measured, and changed. become a better manager and communicator.

26 2020 OPERATORS’ CONFERENCE MAGAZINE

FEEDBACK HAS
NOTHING TO DO
WITH ATTITUDE OR

INTENTIONS.

2020 OPERATORS’ CONFERENCE MAGAZINE 27

Findings:
• Most of my staff’s behaviors were not particularly conscious; they were reactionary

rather than proactive.

• There were more positive behaviors than negative.

• There is more behavior than you could ever possibly communicate.

Now that we’ve unpacked the ways communication attributes to behavior and the
impact of positive reinforcement, let’s dive into the feedback model and how we can
use the formula to better serve our teams.

THE FEEDBACK MODEL

• Step 1: Ask if you can share some feedback
• Step 2: State the behavior
• Step 3: State the consequences of the behavior
• Step 4: Ask to change negative behavior and continue positive behavior

The goal of The Rules
feedback is to change • Must be based on behavior
a future behavior.
Telling a team member • Must be non-emotional
that they have a
bad attitude doesn’t • Must be given within 24 hours of the behavior
give them the tools
needed to change their • Must give at minimum, five pieces of positive feedback to one piece of negative
behavior... feedback

• Subordinates must be able to say no

Example:
Manager: “May I give you some feedback?”

Team member: “Yes”

Manager: “When you hold the door open for the guest, it makes them feel welcome
and primes the pump for a Perfect Night Out. Will you continue to do that?”

Team member: “Yeah, of course!”

I have worked with this model for years and have trained others to use it, too. I know
at this point, you might feel uncomfortable with delivering feedback like this, as it
may feel formulaic or disingenuous. However, it IS formulaic, and that’s why it works.
The communication is always clear and actionable and isn’t remotely disingenuous.
Actually, it’s helped me become more genuine. I wanted my team to perform better;
and, before I had these communication tools in my back pocket, I used sarcasm and
joked around with them rather than providing the direct and honest feedback they
deserved.

I also took full advantage of the 24-hour rule. We all know how difficult it can be to
bite your tongue when a team member does something inappropriate. This rule let
me separate myself from the height of the moment, allowing me to fix a problem
quickly. By learning to take a few minutes to clearly see what happened and the
consequences of the behavior, I am now able to share feedback calmly and freely.
Gone are the days with quick and snappy responses that seem to further complicate
the situation.

If you can correctly apply feedback in your organization, you will change everything.
You will become a stronger communicator and your team members will be free to
act as they should because you were clear with your expectations. No more walking
on eggshells. By using formulaic feedback, your guest will enjoy The Perfect Night
Out® that they deserve because the whole team in on the same page. Finally, you can
finish a shift free from those pesky “I wish I said” regrets.

Speaking of feedback! I would love some feedback from you. If you give this method
a shot and would like to share your experience, feel free to submit your stories at:
[email protected].

28 2020 OPERATORS’ CONFERENCE MAGAZINE

Why Online Reputation PATH TO GROW
Management Matters PROGRAM

Laura Mulhern David Boatright

Effective online reputation management (ORM) is a crucial component of your Have you ever wanted to become a
restaurant’s success. Think about a restaurant review site with a comment Melting Pot franchisee? Our Path to
thread of positive reviews. One negative comment stands out, but more negative Grow Program is a great opportunity for
comments begin to look like an unwelcome pattern. We all know that a pattern of an experienced operator who is looking
negative online reviews can be a major guest deterrent. to own their very own Melting Pot
franchise while bypassing the traditional
Here’s why online reputation matters: lending process and qualifications.
• 88% of consumers say they trust online reviews as much as personal
Our Path to Grow program, which
recommendation. [SearchEngineLand.com] applies to the purchase of select existing
franchises that are for sale, is supported
• 57% of consumers only use businesses with 4 or more review stars. by The Melting Pot Restaurants, Inc.
[BrightLocal, Local Consumer Review Survey] (TMPRI). TMPRI’s allocated resources
provide financial assistance with a
• Every 1-star increase in a Yelp rating leads to a 5-9% increase in revenue. maximum four year or sooner pay-off
[Harvard Business School, Reviews, Reputation, and Revenue: The Case of using a favorable interest rate (LIBOR
Yelp.com] rate plus 2.5%). With as little as 5%
cash contribution from the experienced
On top of these statistics, add the fact that many guests feel more comfortable operator, TMPRI will provide up to the
voicing their opinions online rather than in person. This is a natural fact in today’s remaining 95% of the original purchase
world, but it also increases the urgency of effective ORM. This is where you come price and working capital. For the first
in. four years of the restaurant’s operation,
or until the loan is repaid, whichever is
ORM means regularly monitoring social media and online review sites and earlier, you (or your operating member
managing the conversations. Every Melting Pot team member can contribute to if your franchise is owned by multiple
managing a store’s online reputation. A server who stumbles on an unfavorable persons) will receive a salary for
review can give their manager a head’s up. The manager can reply to the managing the restaurant, and any profits
comment and potentially recover the guest. The beauty of effective ORM is that from the restaurant will be used to pre-
everyone can play a part in guest recovery. pay down the loan. Not only does the
Path to Grow program provide a unique
When managed correctly, ORM gives you the opportunity to guide online and accelerated path to ownership,
conversations and potentially recover guests after they’ve left the restaurant. the operating franchisee receives all of
ORM requires a small, regularly occurring investment of time and effort, but it benefit in the growth in the franchise
can reap huge dividends and be a key player in your restaurant’s success. over time. This growth is achieved
through hard work, consistent execution,
We recently introduced the Online Reputation Management Toolkit (available on a good people plan and effective
FranConnect/Library/Reference Shelf) to help provide tips and strategies to help execution of a local marketing plan.
you take control of your online reputation. You will also learn best practices and
sample review responses (for both positive and negative reviews) and hear from If you are interested in our Path to
other Melting Pot locations on how they effectively use ORM in their restaurant. Grow program and would like more
information, please have an open
Although your reputation originates with onsite experiences, it’s solidified online conversation with your owner first
after the guest leaves. Think of online reviews and your responses as a digital prior to contacting me. If you have
tableside manager visit. any questions or if I can provide any
assistance once you are ready to explore
Social media and restaurant review sites hold undeniable power to shape your this exciting program, please contact
reputation. The way you engage on these platforms impacts how guests see you me at dboatright@frontburnerbrands.
as a brand. Maintaining an active online dialogue is one of the least expensive com or via telephone, (813) 425-6209.
ways to raise your bottom line and keep your guests coming back in. Thank you again for making Melting Pot
the World’s Largest Fondue Franchise
and providing the Perfect Night Out
experience to each and every customer!

2020 OPERATORS’ CONFERENCE MAGAZINE 29

tonhethNeeHworSizeornvice Model & Changes

Kristy Galke

Accompanying the 2020 Spring National › Explain the entire menu upon the can take the order, ideally getting all
Menu rollout are four new important first time visiting the table. four courses ordered immediately; at
service standard changes, as follows: a minimum, servers should identify
› Make one recommendation for whether all four courses will be
• Hospitality Specialists will deliver a either cheese fondue, entrée, or enjoyed, then take the cheese fondue
new greeting focused on introducing chocolate fondue. order.
the beverage menu and making a
recommendation – the important › Do not explain the entirety of every • Servers will deliver a reduced entrée
step here is every table, every time. section. presentation, which should last up
This consistency from hospitality to 90 seconds, but no more than
specialists should instill a sense › Do not explain the salad section. 2 minutes. In order to achieve this
of confidence in servers that the reduced timing, servers will not
beverage menu has already been › Do not talk about the dippers for explain cooking times; rather, they will
explained; therefore, the server no cheese fondue or chocolate fondue refer to the mandatory table tent at
longer needs to go through it, rather unless guests ask what dippers each table. This reduced presentation
they can start the guests’ experience are available – servers will have an also means naming our sauces, but
by placing the beverage order. opportunity to highlight these items not explaining every single sauce,
upon delivery of that course. consolidating the way we introduce
• Servers will deliver a reduced greeting entrée items, and limited reminders.
that should ideally last 60 seconds, › Only suggest add-ons like the The other change to this presentation
but no more than 90 seconds. charcuterie board and Sweet is the mindset of your service team;
Server greeting timing includes Additions if guests have ordered servers must re-learn their entrée
introducing themselves by name to those courses. Review Suggesting presentation and strip away the idea
taking the guests’ orders. Highlights the Perfect Night Out in the Service that the entrée presentation takes five
include talking about the four-course Manual for a refresher. minutes to present. This idea often
experience versus the ala carte menu, causes servers to prioritize other table
recommending a cheese fondue or • Servers will take the full order at the needs, like making a cheese fondue or
talking about our exceptional quality table upon their first visit, after they taking an order, above a table’s entrée
cheeses, noting our curated entrées have taken the beverage order and presentation and causing a noticeable
and looping that into the complete introduced the menu. Servers can gap in service. Changing this mindset
fondue experience or the Big(ger) begin to take the full order by asking and behavior is a crucial step in
Night Out experiences and then guests whether they’ll be enjoying mastering the shortened entrée
looping back to chocolate fondue and the Complete Fondue Experience – or presentation and reducing overall
asking for the entire order. Important they could ask whether guests will table turn times in your location.
things to note here include the be enjoying the Big(ger) Night Out.
following: Once this answer is known, servers

30 2020 OPERATORS’ CONFERENCE MAGAZINE

Training is not a one-time event. It is staff to work for the collective good • Servers tips have increased
important that you use the training of the location rather than for their
provided with the 2020 Spring National individual assigned tables. • Table turn time are reduced as much
Menu rollout and continue to use as 20 minutes (includes new menu in
those resources during and after the We are aiming for consistency across place and Toast as the POS)
implementation of these new standards. each location and the brand when it
These new standards must be upheld comes to exceptional service, and, now, • Restaurant staff is less stressed
every day in order for you and your team we’ll test a program aimed to achieve
to create new habits, effect change in just that. • Restaurant has a more welcoming
your location, and prepare for additional environment
changes still to come. The following are some of the benefits
we’ve already seen and tracked through • Training staff is more effective
In preparation for the 2020 Fall Menu splinter testing:
Rollout, 12 dedicated test locations will • Servers have more face to face time Although the model will be fully rolled-
test a revamp to our service model this out for the 2020 Fall National Menu
spring. We have been splinter testing with their guest rollout, we understand that a system-
and adjusting the model in preparation wide service change is an important one
for the launch of this dedicated test. • Bar drinks leave the window in under a that we need to get right. Therefore, the
Here is a brief introduction of the service minute from being made model will begin to roll-out in pieces
model and it’s intended benefits: once the dedicated test stores begin to
• Food tickets are delivered in under 2 prove these service changes successful.
Wouldn’t it be nice to have an minutes from being ready
effectively-implemented, exceptional Expect to see communications via Core
service model that can benefit your • Chocolate fondue is delivered under 5 Communications for Systems Standards
guests’ experience and assist with better minutes from being ordered Updates regarding service changes
cost control, labor, decreased table throughout the summer leading into
turn times, heightened scalability and • Cheese fondue is delivered under 5 your 2020 Fall National Menu rollout.
integration, and improved transparency? minutes from being ordered The Operations team is happy to take
any questions you might have, please
The advantage of the new service model • Salad tickets leave the window under feel free to direct your inquires directly
creates a renewed sense of teamwork, two minutes from being made to Kristy Galke at kgalke@meltingpot.
one of our core values, and encourages com or to the Operations team at Ops@
• Table greetings are clear and short meltingpot.com.
and average 60 seconds

• Server checkbacks are two to three
minutes for every course

2020 OPERATORS’ CONFERENCE MAGAZINE 31

Down the street or
across the globe,
St. Jude is saving
children everywhere.
And because of your
support and dedication,
we won’t stop
until no child dies

from cancer.

St. Jude patients Hadley

Art inspired by St. Jude patient, Jaden.
32 2020 OPERATORS’ CONFERENCE MAGAZINE

Engaging with the St. Jude

Thanks & Giving Campaign

Laura Mulhern

What an amazing 16 years it has been partnering with St. Jude Children’s Research Hospital®. Since becoming a
partner with St. Jude in 2003, we have raised just under $13 million for kids fighting childhood cancer and other
life-threatening diseases.

Thank you, operators, for being such a critical part of our philanthropic efforts. Your leadership, passion and
participation are what sets your teams up for success each year.

As you have heard in past years, we have the goal to be a million-dollar partner of St. Jude. This can only be done
with 100% participation and enthusiasm. We are not that far away from this goal. This past year we raised a gross
total of $810,000 and the sky is the limit when we look to the future of what we can do together.

The information we share through the Thanks and Giving Engage Guide and in our weekly campaign Core
Communications is vital to the success of your fundraising efforts and provides valuable campaign reminders.
Unfortunately, we know that many emails are not opened, and many videos are never watched.

Through these various communications we highlight critical campaign information and ways for your team
members to increase their opportunity to win the St. Jude Incentive Trip.

There are three ways your team member could win: TEAM FUNDRAISING REPORT & SUBMISSION PROCESS

1. Be the top fundraiser for your region’s sales group Since 2018, we have changed our data collection
process to ensure accuracy. Locations are required to
2. Be the top fundraiser for your location and be submit their team member fundraising totals to have a
entered into a random drawing where 5 team chance to win the St. Jude Incentive Trip.
members are selected
The reason we have moved away from providing this
3. Submit a Reason Why video and be one of 5 team report for you is because in prior campaign years,
members selected to attend there were many requests on a weekly basis to move
dollars from this team member to another team
What role do you play in giving these team members member. Reasons could have been because they
an opportunity to win? either used the wrong POS button, they rang up under
“Bar” instead of the team member’s name, or they had
In addition to providing leadership and keeping St. shared tables for large parties. This created a host
Jude top of mind during the campaign, you are also the of manual reporting issues throughout the 10-week
key to providing campaign information to your team campaign. Our new process of data collection where
members. your location tracks your team’s fundraising totals
each week and provides a mid-campaign and end of
Each of the ways team members can win requires campaign report using the template provided, was
action on your end. intended to ensure accurate team member data.

continued on the next page

2020 OPERATORS’ CONFERENCE MAGAZINE 33

Your Guide to the
Perfect Pot on Wheels

Rachel Benzinger

What happens if your location doesn’t Every year at the Operators’ Conference, we award one location whose team
send the report? Unfortunately, if your provided service that went above and beyond the eight stages of The Perfect
location’s team member totals are not Night Out®. This annual recognition is known as the Pot on Wheels award, which
sent at the end of the campaign they are we commonly refer to as POW. The first recipient of the award delivered fondue
not entered to win. to a Melting Pot fan who was bedridden in the hospital. Since 2007, we’ve kept
the tradition alive with recognition for what we’ve coined service on steroids.
Your team members work very hard to
raise money for St. Jude. Give them the So how do you go about providing service on steroids? There’s no equation,
opportunity to win by providing this procedure, or recipe for success. It’s whatever you make of it. As Melting Pot
critical fundraising data. operators, it’s your responsibility to ensure your team members are taking care
of all guests by utilizing the tools and resources necessary to execute the Perfect
SHARING CAMPAIGN INFORMATION Night Out. However, are your team members looking for ways to go above and
beyond?
Team members also have the
opportunity create a short video sharing The dining industry is competitive and while guests have countless options to
what St. Jude means to them and how it choose from, they continue to celebrate both big and small at the Melting Pot.
ties to Melting Pot’s mission and submit Why? It’s our exceptional food, immaculate and inviting surroundings, and our
via UMELT Online. There is no minimum genuine hospitality. Encourage your team members to capitalize on our brand’s
fundraising total required, so all you strengths by looking for ways to surprise and exceed guests’ expectations.
have to do is share with your team
members that this is one way they can So, what happens when you’ve found to opportunity to provide above and
have a chance to win the trip. beyond service? Submit your story any time to [email protected].
Not a storyteller? That’s why we’ve provided a POW Story Question Guide to
As we enter our 17th year as a partner help get you started. When writing your story, remember to convey the emotions
with St. Jude, we hope you keep these involved. Don’t forget to mention how the experience impacted the guest,
important campaign elements top of yourself or your team, and of course, your restaurant. Use the questions below
mind as we kick off the 2020 Thanks and as a jumping off point and don’t forget to elaborate. Since each story is unique,
Giving Campaign in October. some questions may not apply. In addition, share any photos and/or videos of the
experience because as the saying goes, “a picture is worth a thousand words.”
The Operators’ Conference
presents an excellent POW STORY QUESTION GUIDE
opportunity to talk to other
operators about their campaign • Tell us about the experience you or your team had with the guest(s).
efforts and how they incentivize
their staff. Reach out to your • What emotions did you feel during this experience?
FBC if you need an introduction
to a top fundraising location! • Does thinking of that experience make you feel those same emotions today?

• Do you think of that experience often?

• What impact do you think the experience had on the guest(s)?

• What impact did the experience have on you and/or your team?

• Do you feel that the experience, in some way, has impacted your entire
restaurant and team?

• Do you find that you think about the guest(s) often?

• How did the experience impact your and/or your team’s work that day?

• Since the experience, how has your work changed?

• How has this experience changed you or your team for the better?

34 2020 OPERATORS’ CONFERENCE MAGAZINE

the Perfect Night After

Dru Lundy & Matt Zurcher

We know we are always striving to complaint with a phone call (or email if and phone number. If you need to follow
provide the Perfect Night Out®; but phone number is not available) within up, give the guest a date and make
when that does not happen, we need to 24 hours of the initial complaint as per sure you contact them by that time. It
provide THE PERFECT NIGHT AFTER! Melting Pot brand standards for guest is vitally important to follow through on
recovery. If you need to research the time with your follow up.
We receive guest recovery calls, details of the visit with your staff before
InMoment Resolve cases, social media you can resolve the issue with the guest, Some complaints may seem trivial or
posts, letters and emails from guests make sure to respond to the guest with unwarranted to you, but it’s important to
at the RSC daily. We communicate a a phone call or email within 24 hours remember that the guest would not take
standard apology to the guest letting and let them know you are looking the time to post on social media, send
them know that we have provided their into the situation, and you will follow an email, make a phone call, or submit
feedback and contact information to up with them. Ignoring a complaint an InMoment Resolve case unless it was
the ownership/management team at can potentially result in loss of future important to them. Your goal should
the location, and that someone from the business. be to resolve the issue with the guest,
location will be in touch with them soon. so they know you value their feedback,
It is very important to be patient, listen make them happy and hopefully they
The first thing you should not do with your full attention, and not get return with friends and recommend
when you receive a guest complaint defensive. Always be professional. Be your restaurant. Word of mouth can be
about a bad experience is to ignore sure to own the issue. Examples of helpful or damaging to your restaurant
the complaint. Complaints are a great phrases that can be welcomed to an and the brand depending on how you
opportunity to find out weaknesses in upset guest are, “I am embarrassed handle the issue.
your restaurant, resolve them, recover that this occurred,” or “I would feel the
the guest, and use the feedback for same way if I were in your shoes.” These Always use the BLAST method for
improvement. Industry studies have phrases show the guest that you are on guest recovery as outlined in the Crisis
shown that complaint resolution, their side. Management Manual:
especially if the guests’ expectations are
exceeded, is likely to increase loyalty to You are not only representing your • Believe
the brand. restaurant; you are representing • Listen
the Melting Pot brand. Confirm you • Apologize
Ignoring a phone call, email, social understand and want to resolve the • Solve
media post or InMoment Resolve situation. Thank the guest for bringing • Thank them
case submission only exacerbates the the issue(s) to your attention. Make sure
situation. Always acknowledge the to give the guest your full name, title,

2020 OPERATORS’ CONFERENCE MAGAZINE 35

INMOMENT RESOLVE CASES If a guest re-contacts the RSC because • It is anywhere from 5 to 25 times more
they have not been contacted by you, expensive to acquire a new customer
Be proactive and make it a habit to the RSC may recover the guest by than it is to keep a current one.
check your InMoment Resolve cases issuing a gift card and charging it to
every day. You can view your Resolve the restaurant. This is only in extreme • Feeling unappreciated is the #1 reason
Metrics and all open or in process cases. circumstances and as the franchisor, the customers switch away from products
You can also view your closed cases by RSC has the right to recover guests for or services.
clicking the “Add Filter” button, then the good of the brand.
click the “+ Case Status”, then click the • 68% of customers said that a pleasant
“Closed” button. Be sure to contact and/ Some statistics about Customer representative was key to their recent
or respond to each case within 24 hours Service: positive service experiences and 62%
and note the resolution before closing. • 33% of people say they will consider said that a representative’s knowledge
or resourcefulness was key.
Our role at the RSC when we receive a switching companies after just a single
guest complaint is to take the contact instance of poor service. • “The single most important thing is to
information and details of the visit make people happy. If you are making
and communicate that information to • People tell an average of 15 people people happy, as a side effect, they
you. Contacting the guest, resolving about a poor service versus they will will be happy to open their wallets and
the issue and recovering the guest is tell 11 people about a good experience. pay you.” Derek Sivers, Founder, CD
the responsibility of the ownership/ Baby.
management team of the location. If you • 7 out of 10 U.S. consumers say they’ve
resolve the issue, the RSC has no further spent more money to do business with
involvement. a company that delivers great service.

It is
imperative
that we are all
on board with
protecting our
business and
our brand by
taking care
of our guests
AFTER their not
Perfect Night

Out.

36 2020 OPERATORS’ CONFERENCE MAGAZINE

OTOPPENWTAAYBSLETOSUBPEECROMUSEEARN

The following serves as a resource to inform and guide our OpenTable users through
the platform’s major functionalities that are frequently used in our restaurants. Please
refer to this guide regularly as more information will be added as we continue our deep
dive into the most effective ways to use this platform; users will be notified of document
updates when republished. This resource can be accessed from the FranConnect Library
> Systems and Technology > OpenTable.

1. ADJUST PACING 4. CONSIDER USING SPLIT SHIFTS 8. DOWNLOAD ONE OF THE PHONE APPS

Determine how many covers you Each shift can be split into as many as Built specifically for owners, managers,
will allow to be booked in 15-minute three peak or off-peak time periods. and operators to use while away from
increments. Remember, you can set Table availability is set for each time the restaurant, GuestCenter Phone app
varying amounts throughout the shift, period, allowing these periods to set users can stay up to date with restaurant
which can be changed at any time. table types as reservable or not. performance, act on critical insights, and
communicate directly with staff on-site.
2. SET ACCURATE TURN TIMES 5. LIST YOUR SPECIALS
9. CREATE USEFUL TAGS
By party size, determine the estimated Showcase current specials such as
time it will take for a party to turn from Happy Hour, drinks or appetizers. On Create custom tags to enhance the
beginning to end. Visit the reporting tab average, restaurants who showcase their dining experience, track preferences,
to view your turn times for various party special offerings are up to 5 percent VIPs, retail sales, and more.
sizes in any chosen window of time. You more likely to be booked by diners.
will then see how close your estimate is 10. MANAGE YOUR ONLINE REVIEWS
to the actual times that have been set. 6. Make your guest communications
Use these results to decide if you have count (ie: email confirmation templates) You are able to publicly or privately
room to adjust. Remember, OpenTable respond to diner reviews. Private
considers three things when deciding Create and customize different responses to these reviews will be
if there is room for a reservation: table booking policy templates for different between you and the diner only, and
availability, pacing, and your set turn experiences, events, or party types for no contact information will be shared
times. in-house reservations. Customize one between you. Complete the dining
standard message that can be sent to all experience for the guest with direct
3. DECIDE WHAT A LARGE PARTY IS IN online reservations booked. communication after their night out to
YOUR LOCATION ensure a return visit. As with any other
7. USE TEXT CONFIRMATION review site, it’s important to interact
Define the party size threshold for your with your guests and thank them for
restaurant that is considered large Communicate directly with diners to dining with us!
and set rules on reserving around this confirm or cancel their reservation via
threshold. Consider allowing parties SMS text. A response from the guest 11. USE FLOW CONTROLS:
up to 10 to reserve online. Remember, automatically updates the status in the
many people will move on to another system without any interaction needed With flow controls, you are able to both
restaurant if they do not find an available from restaurant staff. customize the number of total guests
table online. Nervous about allowing six you can handle at any given time, as well
or more? Start with weeknights! as the number of total parties and the
party size mix.

2020 OPERATORS’ CONFERENCE MAGAZINE 37

AThReEImApSorOtFanRceESofPDONefSinIiBngILITY

Mike Slade

Areas of responsibilities (AORs) • People work together better when create a climate of responsibility and
may be difficult at times, but never they understand their responsibilities. proprietorship within their organizations
underestimate the importance of There’s less jockeying for position, to inspire and encourage team members
defining the areas of responsibilities fewer arguments, and higher overall to own their work.
in your business. Many team members creativity when everyone understands
wear several different hats, completing their responsibility as part of the team. In a restaurant company where a
jobs outside the initial range of their culture of accountability and ownership
job description. Unfortunately, this • Less energy is wasted. Any time flourishes, team members are personally
can lead to a great deal of confusion there’s a lack of clarity, people committed to achieving results. They
within the restaurant, especially when waste energy dealing with things understand their jobs, know their role
leadership responsibilities are not that don’t matter. They argue over within the organization, and willingly
properly assigned. When team members things that aren’t important, fail to assume responsibilities. They neither
ask, “How are leadership responsibilities focus on things that are, and miss play blame games nor wait for someone
and performance measured?” you’re out on opportunities. Define Areas of else to troubleshoot problems. Instead,
going to want to be prepared with Responsibility, and a great deal of that they proactive develop solutions
your answer. Clearly defining roles and energy becomes accessible for other overcome obstacles and measure their
expectations can have a positive impact purposes. own progress.
on the restaurant as a whole, particularly
as it relates to team projects. Defining Areas of Responsibilities within A culture of accountability and
your business permits you to more ownership allows restaurant businesses
• Everyone knows what to do. When effectively manage your entire business. to reach optimal team member
you set clear Areas of Responsibilities, Everyone should understand their role productivity levels, satisfy customers,
especially formal ones, everyone within the business and what they are and meet shareholders’ performance
knows what’s expected of them within expected to accomplish, from opening expectations. So, how do we create
the group. They know how to behave, the Restaurant in the morning to the and sustain such a culture? It is not
what they need to accomplish, and tasks that keep them busy throughout uncommon for people to be misled
how to reach the teams goals. the day/night. into thinking that using tools such as
performance metrics, comparative
• Everything gets done. When you’re HOLDING PEOPLE ACCOUNTABLE FOR benchmarks, and quantitative
short on time, it’s easy for small things THEIR AREAS OF RESPONSIBILITY assessments will solve the problem.
to be overlooked. This is especially However, in reality, these performance
true if no one is completely clear on In this highly competitive age, review tools end up being used to
who is responsible for accomplishing restaurants can no longer afford team conduct mechanical annual appraisals
those tasks. Less-desirable tasks members who simply rent a spot on that often seek to shame workers. To
are often left alone because no one their organization charts. To thrive, create higher levels of accountability
wants to claim them. When people they need people on the oars who can and ownership in your organization, you
understand their job responsibilities, think like partners – people who don’t need to facilitate a radical shift in the
on the other hand, nothing gets just do their work but strive to achieve way people think and act. It involves a
forgotten in the process. results. On their part, restaurants process of seeing, owning, solving, and
and the corporate restaurant must doing.

38 2020 OPERATORS’ CONFERENCE MAGAZINE

RECOGNIZE THE FULL REALITY OF A In a way to get people to take charge is to
SITUATION. restaurant make them feel valued and know that
company where their ideas are heard and considered,
Outline your ideal future state and a culture of regardless of their position in the
identify the critical gaps or areas or accountability organizational hierarchy.
improvement to reach that state. To and ownership
identify the steps for improvement and flourishes, A work environment in which
prioritize issues, talk to different people team members your subordinates are constantly
within and outside your organization and are personally scouring for reasons or excuses
try to get multiple perspectives. Next, committed to legitimize their failure at
set justifiable company-wide goals. One to achieving anticipating and fixing problems
popular criterion that you can use for results. will certainly not help you
goal-setting is the S.M.A.R.T technique. achieve organizational success.
The mnemonic acronym SMART stands in denial, resorting to covering their tails,
for: and abandoning giving up the unhealthy Therefore, to improve accountability,
“its-not-my-job” attitude. You have to you need to get people you supervise
SPECIFIC impress upon them that they cannot be into a problem-solving mental mode.
Let people know exactly what’s passive onlookers because those who This entails three things – first, get them
expected of them with no room for wait, only get things left by those who to reduce the occurrence of problems.
misinterpretation. Clarify what needs to hustle. The idea is to anticipate what could
be accomplished, who is responsible, occur and prepare for the worst. Get
why it is important for the organization How do you achieve this? To do so, first them to constantly and rigorously
and whether there any constraints and foremost, you have to be ready to ask themselves the question “What
involved. let go of the leash. If you micromanage else can I do?” In doing so, they take
people all the time, they will never learn ownership of the task of tackling issues
MEASURABLE to take ownership. Give some power head-on before circumstances force
Unless goals are measurable, it’s hard to to those who have demonstrated their them. Second, create safety. Encourage
evaluate progress. By setting deadlines capacity to handle it with responsibility people to think of problems, if any occur,
and achievement milestones, you can and allow them some autonomy over not as distractions, but opportunities
get your team members to stay on their tasks. Don’t doubt their decisions for continuous improvement. This
track. Motivate them with incentives and and ideas as doing so won’t do any will encourage them to acknowledge
explain the consequences of failure. wonder to their self-confidence. Another mistakes and share their learning with
others. And, third, get people to break
ATTAINABLE down silos and collaborate across
High achievement comes from high functions to troubleshoot complex
aims, no doubt. However, setting lofty problems. This eliminates corporate
goals will demotivate rather than politicking and creates a sense of joint
motivate your team members. So, set accountability.
realistic goals which can be achieved by
leveraging team members’ talents and If you want people to embrace full
available resources. accountability for results, you have to
build in implementation and follow-
RELEVANT through into your company’s processes.
Show your team members how the work Let your team members or direct reports
they do is meaningful and contributes know that just having plans, strategies or
to the achievement of the company’s ideas is not enough. With respect to the
overall strategy. Also, match your goals outcomes achieved, they should be able
with your employee’s personal values to answer what they did, how well they
and career interests. This is likely to fill did what they did, and whether anyone
them with a sense of purpose and pride. was better off in the bargain. After all,
results do matter!
TIMELY
Structure your goals around a specific A work culture that emphasizes
timeframe to offer a sense of urgency. on individual as well as collective
accountability, is hardly an option
Once the targeted result is nowadays. The outline will help you
clear to everyone, each person build an environment where your team
must share accountability for members or subordinates don’t just
achieving the result. do as told rather show energy and
commitment to achieve results. This
You have to inspire people to not approach may take a little longer but it’s
see themselves as victims of the effective, longer-lasting, and worth the
circumstance. You have to get them to time investment.
stop finger-pointing at each other, being

2020 OPERATORS’ CONFERENCE MAGAZINE 39

HYPOTHETICAL MP ORGANIZATIONAL CHART:

AREAS OF RESPONSIBILITY BY MANAGER

RESTAURANT MANAGER GENERAL MANAGER KITCHEN MANAGER

AOR AOR AOR

Dining Room Bar Lounge Heart of the House
Servers HOH Team Members
THREE PROFIT
Hospitality Specialists CENTERS
Service Assistants
Retail Dining Room Sales
Bar Lounge Sales

Retail Sales

AOR BY MANAGER Financial KITCHEN MANAGER
• Sales building planning
Compiled by Matt Zurcher • Productivity targets FOH & HOH – Admin
• HOH schedules – to be scheduled at
GENERAL MANAGER approves all schedule prior to posting
• Delivering on P&L expectations of or better than productivity targets
Admin • HOH phone and email list
• Inventory data entry favorable performance to plan and • Maintain HOH availability list
• Data Central Processes last year • HOH Request time off program
• ECM Northstar – new button request • LSM plan and execution • Waste entered into DC
• PPA Tracking and Goals
• Table Turn Times Tracking and Goals Guest relations Product ordering
• Payroll • InMoment, guest recovery • GFS / Produce / Special Orders and
• Annual budget and planning • All negative social media reviews
• Weekly Reports pars
responded to within 48 hours • HOH supplies and tools
People • Kitchen hats / linens
• Staffing Facilities maintenance • Small ware, plate ware, glassware
• Final interviews • All equipment working
• Onboarding orientations • Facility kept neat, clean, organized supplies
• Management schedule • Paper Supplies
• Team member training following and maintained
Execution
training programs Execution • Daily line checks to be completed by
• Safe staff adherence • Total restaurant executing against QC
• Succession planning (next CTs, Key open each day
standards › Any issues noted with corrective
Hourly & Managers) • Uniform policy adherence
• Weekly Manager meetings • Executing food safety standards action
• Management / key hourly • Open / mid / close checklist followed › Kept in dedicated binder for 12

development by all managers & key hourly weeks
• Management / key hourly one on • AOR responsibilities communicated • Daily, weekly, monthly HOH cleaning

one’s monthly and executed by department checklists execution
• Annual Team Member Performance managers • HOH Uniforms – follows company
• Steps of service executed as designed
Appraisals • Execution and feedback delivered on uniform standards
• 2 Certified trainers FOH all tests • Complete self QC quarterly – HOH
• 2 Certified trainers HOH • Nightly shift notes filled out with detail
• Annual salary manager vacation • Holiday planning and execution – elements - build and execute plan to
follow holiday planning guide address deficiencies
planning • Proper inventory of supplies: China / • Complete self-GIG audit quarterly
service supplies, cleaning supplies / – build and execute plan to address
linens, light bulbs, training materials, deficiencies
office supplies • Ensure all posting and job aids are
current, hung professionally and in
good repair
• Prep completed to recipe

40 2020 OPERATORS’ CONFERENCE MAGAZINE

• Dishes completed to recipe People • FOH sanitation – hand washing,
• Cut glove usage • Schedules for servers, SA, bar, hospo cleaning menus, cleaning tables, etc…
• Proper sanitation and food safety • Plan to maintain at least two certified
• FOH Daily / weekly / monthly cleaning
– examples, sanitizer bucket usage trainers and maintenance plan and execution
and placement, staff food / drinks, • Maintain proper staffing levels of all
no towels stored on stations except • Opening sidework program
in sanitizer buckets, proper hand FOH positions • Running sidework program
washing, proper thawing procedures, • Training plan for FOH new hires or • Closing sidework program
chemical management, mop sink area • Quarterly QC – FOH related items –
cleanliness and execution cross training
• Dry storage, prep area, dish area, • FOH Safe Staff develop plan to improve deficiencies
walk in and freezer organization and • UMELT adherence and execution for • InMoment quantity and quality
labeling • Steps of Service
• All orders checked in and put away FOH team members
promptly Financial
Execution • Driving server performance (BWL
Financial • Bar cleanliness daily, weekly, monthly
• HOH productivity sales, NA Bev, Table turns)
• Food cost action plan at each EOM. cleaning lists • Retail sales plan and execution
• Bar line check • Facility Maintenance
Enroll HOH staff in the items that need • FOH daily, weekly and monthly • All aspects of dining room, bar, lounge
focus. Align team on plan to address
opportunity items cleaning lists and restrooms
• Food cost at or better than target • Bar recipe adherence • Clean, stocked, maintained
• Bar garnishes to spec • Bar guest visuals
• All FOH team members following • Front door area and exterior entryway

company uniform standards clean, well maintained

People Family & Belonging Foundation
• Maintain current ServSafe Food
Scott Pierce
Handler Certificate
• HOH hiring and proper staffing What is the Melting Pot Family & Belonging Foundation (Foundation)?
• HOH Training – follows company The Foundation was created in 2009 to aid Melting Pot team members in
their time of need. The Foundation was initially funded by contributions by
training program franchisees and the franchisor. The continued funding is provided by team
• Develop and maintain 2 HOH certified members of our Melting Pot restaurants. To date, the Foundation has made
grants to team members in need of $119,000 and awarded scholarships of
trainers $25,500.
• HOH annual performance evals
• HOH progressive discipline So how does the grant process work? When a franchisee is made aware
• HOH vacation execution of a team member that has a dramatic financial need, the franchisee can
• All New hire paperwork complete a grant request form and submit the request to the Foundation
• HOH Safe Staff committee. The committee is comprised of the franchisee members of the
Facility Strategic Partnership Committee. They will decide if a grant is warranted
and approve or reject the request. If approved, the funds are sent to
• All areas of HOH kept neat, clean, the franchisee to present to the team member in need. Please note, the
organized, decluttered, and sanitary Foundation does not reimburse for direct medical expenses as it is not an
insurance company. The Committee also does not want the Foundation to
• Back dock kept neat, decluttered and be the sole source of support for the team member. There is a desire for the
clean local restaurant team and franchisee to support the team member as well.

FOH MANAGER Additionally, the Foundation will issue three scholarships this fall. There are
Admin two $1,000 scholarships for general studies and one $2,500 scholarship
• ECM button updates, promotion for hospitality majors. The scholarship applications will be available on
FranConnect by June 1.
enabling, pricing audits
• Retail ordering, hospo commission, As noted above, all funds to support the foundation now come from team
members. So how can you help? Some restaurants have a payroll deduction
retail sales, retail packages plan. If you do not have one, there is a document discussing how to set one
• FOH schedules written to deliver up on FranConnect. Your restaurant can also host a fund raiser to support
the Foundation. Supporting the Foundation is a way to show you are
productivity targets supporting your fellow team members. A $1 contribution a month by every
• Updating server performance board team member will support the Foundation for the year. If you have any
questions, please reach out to Scott Pierce at [email protected].
weekly
• FOH phone list
• FOH performance evaluations
• FOH availability
• FOH RTO program
• FOH Progressive Discipline

Product
• BWL ordering
• Supplies inventory and ordering

(tools, glasses, bar equipment, etc)

2020 OPERATORS’ CONFERENCE MAGAZINE 41

THE FULL AGENDA

SUNDAY, MARCH 8, 2020

TIME SESSION ROOM

6 p.m. Welcome to the 2020 Operators’ Conference Grand Bay Ballroom
6:30 p.m. Melting Pot Masters Panel: My First Operators’ Conference Grand Bay Ballroom
7:30 p.m. Regional Round Table Activity Grand Bay Ballroom
8:30 p.m. Free Evening

MONDAY, MARCH 9, 2020

TIME SESSION ROOM

8:30 a.m. Breakfast Tangerine Dining Room
9:30 a.m. Extreme Ownership: Leadership with Jennifer Dodd Grand Bay Ballroom
10 a.m. Mission Critical with Bob Johnston & Ana Malmqvist Grand Bay Ballroom
10:45 a.m. Grand Bay Ballroom
11:45 a.m. The Blue Ribbon Commission & The Spring National Menu
12:30 p.m. Grand Bay Ballroom
1:30 p.m. Melting Pot Masters Panel: BRC Best Practices & Lessons Learned
2:40 p.m. St. Petersburg Ballroom
3:05 p.m. Lunch Grand Bay Ballroom
3:30 p.m. Exceptional Food & Beverage with Chef Jason Miller & Paul Brown Grand Bay Ballroom A
3:55 p.m. Demontration Station: Cheese & Chocolate Fondue Dippers on the Spring National Menu Grand Bay Ballroom B
4:20 p.m. Demontration Station: New Items Launching with the Spring National Menu Grand Bay Foyer A
4:45 p.m. Demontration Station: Curated Entrées on the Spring National Menu Demens
5:10 p.m. Demontration Station: Nutritional Training St. Petersburg Foyer
5:35 p.m. Demontration Station: Service Standards Launching with the Spring National Menu Bayboro
Demontration Station: Fusion Prep Line Check Launching with the Spring National Menu Grand Bay Foyer B
6 p.m. Demontration Station: Thursdate: Operational Best Practices Williams
7 p.m. Demontration Station: Thursdate: Marketing Best Practices Grand Bay Ballroom
Park & Rec St. Pete
Details, please!
Networking Social @ Park & Rec DTSP

TUESDAY, MARCH 10, 2020

TIME SESSION ROOM

8:30 a.m. Breakfast Tangerine Dining Room
9:30 a.m. Extreme Ownership: Accountability with Jennifer Dodd Grand Bay Ballroom
10:05 a.m. Melting Pot Masters Panel: Staffing for Results Grand Bay Ballroom
11 a.m. Workshop: Data Central HTC 2
11 a.m. Workshop: POS Preparation HTC 4
11 a.m. Workshop: UMELT Bayboro
11 a.m. Workshop: Online Reputation Management & the DIGITAL Manager Visit Williams
11 a.m. Workshop: Scheduling & Managing Tables HTC 3
12 p.m. Lunch St. Petersburg Ballroom
1 p.m. Workshops Various
2 p.m.
3 p.m. Melting Pot Masters Panel: Engaging your Team in the Perfect Night Out Grand Bay Ballroom
4 p.m. Golden Forks Dinner & Awards Ceremony Grand Bay Ballroom
5 p.m.
7:30 p.m.

WEDNESDAY, MARCH 11, 2020

TIME SESSION ROOM

8:30 a.m. Breakfast Tangerine Dining Room
9:30 a.m. Extreme Ownership: Teamwork with Jennifer Dodd Grand Bay Ballroom
10:15 a.m. Grand Bay Ballroom
12:45 p.m. The Melting Pot Standards Boot Camp Grand Bay Ballroom
1 p.m. Grand Bay Foyer
2 p.m. Wrap It Up! RSC
Dismissal with Takeaway Lunch Tote

Open House @ the RSC

42 2020 OPERATORS’ CONFERENCE MAGAZINE

THE FLOORPLANLobby LevelWindowsOff Street Loading HTC 5

2020 OPERATORS’ CONFERENCE MAGAZINE 43Windows

Grand Central Foyer South Entry Williams Demens St. Petersburg
Foyer Foyer
HTC 1
Williams Demens
Fitness Edge Grand HTC 3 Windows
Center Kenwood Central

12 3
HTC 2
Starbucks
HTC 4

Skyway

Harbor Pier Bayboro St. Petersburg Ballroom
View Room
South

Harbor View Boardroom Grand Bay Grand Bay
Foyer Foyer Ballroom

Sales & Executive North
Offices

ABC Pool
Tangerine South

Baywalk The Dali Bar Tangerine
Dining
Lobby

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