Legal Sea Foods, Inc.
Listen to those around you and implement the best of what’s suggested.
“Some years ago, I instituted a program called PAC, meaning President’s Advisory Council. I hold quarterly meetings with randomly selected hourly employees who volunteer for the opportunity,” explains Roger Berkowitz of Legal Sea Foods.
“PAC meetings let me talk directly and informally to those employees who have the most direct contact with customers. At Legal, this means wait staff, host staff, cooks, and bartenders.
“I hold PAC meetings without any management present, and I encourage the participants to ‘cut loose’ with their ideas and suggestions. Having over 50 enthusiastic, unencumbered employees at my disposal is an incredible opportunity in terms of gaining valuable feedback and applying necessary focus to important operational issues.
“PAC results have allowed me to eliminate chronic and universal issues with regard to service and menu. As an example, we eliminated surcharges on some vegetables and side dishes, because staff saw this as a guest annoyance. Based on staff experience and insight, we revamped much of our training to be more comprehensive and better targeted to particular problems.
“I tell them that we are here to brainstorm and to come up with the ideas and solutions. Oftentimes we debate their ideas in the forum. The best ideas that make it through the meeting are presented at the upper management meeting for discussion. If an idea is not implemented, I’ll report back to them at the next meeting as to why.
“The fact that their ideas have been discussed, whether implemented or not, is generally appreciated by all and at this point has not proven to be unmotivating.
“Here’s another example of how PAC information solved a specific problem. Over the years, the most popular dish Legal serves is the beloved stuffed shrimp. Unfortunately, we also receive more complaints about that item as well! It has always been a challenge to get our guests to agree on a preferred flavor profile for the stuffing.
“Well, during one of our PAC meetings, a member asked me a loaded question: ‘What’s the feedback on our crab cakes?’ ‘Fantastic,’ I responded. ‘Why?’
“‘Well,’ the person shot back, ‘if you just modify the crab cake recipe-to work on the baked stuffed shrimp, it might solve your problem.’ Brilliant, absolutely brilliant. Twenty years of complaints evaporated overnight.”
Yet another example: “I wanted to develop a program on ethics. Rather than just solicit feedback from my VPs and directors, I got my PAC members involved as well. The program has just been implemented, and I have complete buy-in from the entire organization because everyone helped to create it.
“PAC members serve for four meetings per year and have proven to be the cheerleaders of the organization. Morale has soared throughout the whole company, because every employee realizes he or she does have a voice, and each opinion can make a difference.
“In an industry severely hampered by the downturn in convention and business travel, we were able to focus more on local guests and have succeeded in making them more loyal. Guest complaints have been substantially reduced and compliments are up.
“We are seeing revenue increases despite being in a recession. I see a direct correlation between our success and PAC. Some of it becomes apparent in short-term results. The rest will become apparent as part of our long-term strategy. As an example: how our culture translates in the lowering of attrition.
“You learn to be a better leader by learning to be a better listener. Too many leaders feel obliged to always come up with the right answer unsolicited. The reality is, no leader has a monopoly on good ideas.
Listen to those around you and implement the best of what’s suggested. That’s a formula that works.”