Two words seem to be in conflict: consistency and creativity. In business both words are essential ingredients for long-term success; but are they mutually exclusive? Businesses move forward on the shoulders of the next great idea but survive and thrive on consistently providing exceptional quality and service. So, how can we be focused on consistency in restaurant operations and still encourage cooks, chefs, and managers to be creative and move in different directions?
Creativity and chaos sometimes go hand in hand because creativity requires us to think differently, to shake things up, to embrace conflict, to question logic, and to push people out of their comfort zone. The restaurants that draw the attention of media, the ones that create headlines, and the ones that frequently draw the praise of professionals are those that mess around with the norm, that challenge, that do things to confuse some and excite others. Chefs Ferran Adria, Heston Blumenfeld, Dominique Crenn, and Grant Achatz, as examples, hold court in the minds of most professional chefs and food enthusiasts because they work to fit square pegs in round holes, turn food preparation and flavor profiles upside down, and make us all wonder how in the world they were able to “do that”. Creativity is at their core, the mantra that drives their work, shapes their menus, and tantalizes their followers. Every time a guest enters their restaurants, they expect something different – they anticipate the unanticipated. These chefs and restaurants are consistently creative. It works for them and as a result some look to these creative professionals as the research leg of the restaurant business. Others find that the key to ongoing financial success, full dining rooms, and satisfied guests for decades lies in the call to arms: “NO SURPRISES”. Standardization, staying true to every preparation and presentation, every vendor and each specification on products is critical. There can be little room for creativity, for bending the rules, or moving in a different direction. These chefs and restaurants are immoveable, dependable, highly structured, and in many cases, always busy with return guests. Which operation’s approach is correct?
The reality is, as marketers understand, a small percentage (2.5%) of consumers are referred to as “innovators”. These are the folks who are always looking for the next exciting product or experience. They seek it out and quickly praise or criticize those who provide the next cool thing. They are important since they are easy to attract and well versed in getting the word out. On the other hand, they are not the most loyal consumers and will quickly move on to the next interesting product or experience. The next group, referred to as “early adopters” (13.5%) are willing to try something new but refrain from being the first ones through the door. They wait for the innovators to give the thumbs up. Like innovators, they will move on once a signal is given to try something new. The most important, long-term group of consumers are called “early majority” (34%). They are far less inclined to try something new, they want proof that movement to a different provider makes sense and need strong reasoning to transition from their current provider. If a restaurant can earn the business of this group, they will likely remain loyal for some time. If you consistently provide quality food, warm and dependable service, and overall value – once you have them, they are yours. Obviously, restaurants want to attract a loyal audience thus the reason so many choose to push aside creativity and promote consistency.
These extremes have merit, but there is a danger in putting your eggs in one basket. Cooks and chefs are inherently creative people. They are attracted to cooking because they are frustrated artists looking for a medium of expression. Food can be an incredible outlet for expression – one that appeals to all human senses. They understand consistency and know that excellence only comes from commitment to repetition and constant improvement. A new dish will become a little bit better each time it is prepared. This commitment to constant improvement through repetition is what professionals in every field understand. On the other hand, after time, doing the same thing, preparing the same dishes, and painting restaurant plates in the same manner day after day will get old. Cooks and chefs, like those innovators and early adopters need a change, something fresh, something exciting to retain their interest. A restaurant that refrains from providing a creative path for chefs and cooks will eventually lose them.
“Consistency matters because it unlocks personal freedom in the face of uncertainty. It removes excuses and procrastination. It develops stamina, resolve and character. Action by action we build ourselves. If we can master this, then life is ours to shape.”
-Atticas Harris – “The Art of Creative Discipline”, The Startup – Aug. 4, 2018
The answer may very well be to build your operation around “creative consistency”. Find a thread of dependability that is core to your concept and your reputation but leave creative space for cooks and chefs to express themselves, and to occasionally surprise your guests. You may stay true, as an example, to fresh, regional, comfort foods, and organic ingredients, something that every guest and every cook can focus on, while giving cooks and chefs a chance to work with seasonality and occasional ingredients that are out of the norm. A great deal of planning and preparation are consistent and standardized, while a taste of innovation is always possible.
All of this relates back to a restaurants concept and interpretation of their role in the marketplace. The question remains: “what do you want to be, how do you want to be perceived, and what is your formula for long-term success.”
PLAN BETTER – TRAIN HARDER
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