Science of Service Episode 6: Workplace secrets that actually work with Mike Lindsey & Kimberly Love-Lindsey

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Every great restaurant has its soul. For Mike Lindsey and Kimberly Love-Lindsey, co-founders of Lindsey Food Group, that soul lies in their approach to culture. This husband-and-wife dream team has been shaking up the hospitality industry, not just with their mouthwatering culinary concepts, but with their people-first philosophy that’s transforming the way restaurants operate.

At the heart of their mission is a commitment to creating happy teams, delivering standout service, and turning industry norms on their head. From tackling toxic workplace culture to setting new standards for fair wages, Mike and Kim’s story is both inspiring and practical for anyone in hospitality looking to build a better workplace.

Whether you’re a seasoned restaurant owner or someone dreaming of opening your own space, their story will leave you with actionable takeaways to make your business thrive.

Lessons from overcoming challenges in a toxic culture

Kim knows what it means to fight for her place in a male-dominated industry. “It’s always a boys’ club,” she explains. “You’re always having to prove yourself, work harder, and push yourself to the limit just to get a seat at the table.”

Mike, too, has battled uphill as a Black man in leadership roles. “That traditional kitchen culture is insane,” he says. “We’ve all seen it. We decided early on that we were going to do things differently. We didn’t want a workplace where people became numbers.”

From constant pressures to deliver to environments that prioritize profit over people, Kim and Mike experienced firsthand the deep flaws in traditional restaurant culture. But instead of becoming hardened by it, they used it as fuel to create something better.

A human approach to corporate culture

For too long, toxic work environments have been considered par for the course in the hospitality industry. Deadlines, long hours, and relentless performance demands have led to sky-high turnover rates and burnout.

Kim and Mike wanted none of that.

Instead, they’ve chosen a path that blends the operational rigor of corporate systems with a heartfelt, human-centered approach. At Lindsey Food Group, team members are treated as exactly that—members of a team, not disposable workers.

“Everyone who walks through our doors gets a chance,” Mike adds. “Whether they’re 18 and fresh to the kitchen or experienced but burnt out, we create space for them to grow.”

This intentional focus on people has built a workplace where staff feel respected, valued, and empowered.

Putting values into action

Changing restaurant culture isn’t just a feel-good idea for the Lindseys; it’s baked into how they operate. Here’s how they’ve translated their values into meaningful actions that spark real change.

1. A radical move for fairer pay

Lindsey Food Group has implemented a 20% service charge on all bills to ensure fair wages for every member of their team. This revenue allows them to pay their staff significantly higher hourly rates and gives employees financial stability.

“Why should the dishwasher, who’s just as critical to the guest experience, struggle to make ends meet while the server walks out with $500 cash in tips?” Kim asks. “With our model, we’re leveling the playing field so everyone feels equally valued.”

2. A zero-tolerance policy for bad culture

When shifting to their new wage system, Mike and Kim knew it wouldn’t sit well with everyone, especially those steeped in old-school tipping culture. But instead of compromising their vision, they welcomed the change.

“We made room for fresh energy by letting go of old habits,” Mike says. “It was about creating a new standard—not just for pay, but for collaboration and respect among team members.”

3. Turning the labor crisis into an opportunity

While many restaurants struggle to find and retain staff amid the labor crisis, Lindsey Food Group reports the opposite. Homegrown talent has become a hallmark of their success, with around 80% of their management team starting as hourly employees.

“Our executive chef at our flagship restaurant started with us as a dishwasher at 17,” Mike beams. “We call it Lindsey University—we’re not just running restaurants; we’re mentoring future leaders.”

By prioritizing training, mentorship, and fair pay, they’ve eliminated the constant churn of staff turnover, proving that treating people well is as good for business as it is for morale.

Ingredients for a recipe that works

Kim and Mike’s business philosophy goes beyond checked boxes and handbooks. They’ve cultivated an environment of trust, open communication, and mutual accountability.

Hiring with purpose

“Don’t just throw bodies into positions to fill gaps,” Kim stresses. “Take the time to hire the right people who align with your culture. It makes all the difference.”

Training to succeed

Their onboarding process is thorough, with five shifts of training, detailed evaluations, and a handbook that serves as a roadmap. “It’s not about being corporate for the sake of it,” Mike explains. “It’s about setting clear expectations so everyone knows how to succeed.”

Leading with empathy

Kim and Mike emphasize the importance of positivity and communication in their leadership style.

“Sometimes, all someone needs is for you to ask if they’re OK,” Kim says. “If you’re having a bad day, talk it out. Don’t bottle it up. When our team feels heard, it creates a ripple effect of positivity.”

Building a culture that lasts

The results speak for themselves. Lindsey Food Group operates ten locations, and every single one of their first four restaurants in Richmond earned “Best New Restaurant of the Year” titles. But for Mike and Kim, it’s not the awards that matter most; it’s the quality of the culture they’ve built.

“We don’t scramble for staff,” Mike shares. “People stick around, they grow with us, and they pour their best into what they do. That’s what fuels growth that actually lasts.”

By creating a supportive, opportunity-rich workplace, the Lindseys have proved that putting people first isn’t just good ethics. It’s good business.

Where to go from here

If you’re looking to shake up your workplace culture, take a page from Mike and Kim’s playbook. Focus on your people, align your goals with your values, and never stop learning.

Building a hospitality business that thrives isn’t about shortcuts or gimmicks. It’s about showing up every day with intention, a willingness to grow, and a commitment to care.

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