『708: Danny Meyer - How You Make People Feel: The Founder of Shake Shack & Union Square Hospitality Group on Culture as Soil, the 49/51 Hiring Formula, and Leading With Generosity』のカバーアート

708: Danny Meyer - How You Make People Feel: The Founder of Shake Shack & Union Square Hospitality Group on Culture as Soil, the 49/51 Hiring Formula, and Leading With Generosity

708: Danny Meyer - How You Make People Feel: The Founder of Shake Shack & Union Square Hospitality Group on Culture as Soil, the 49/51 Hiring Formula, and Leading With Generosity

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The Learning Leader Show with Ryan Hawk www.LearningLeader.com My new book, The Price of Becoming, is a USA Today, LA Times, Success Magazine, and Publishers Weekly bestseller! I think you'll find it useful. Connect with me on Twitter/X: @RyanHawk12 Instagram: @RyanHawk12 Sign up for Mindful Monday (it's free): This is brought to you by Insight Global. If you need to hire one person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world has the hustle and grit to deliver. My guest: Danny Meyer is the founder of Union Square Hospitality Group and one of the most influential restaurateurs of his generation. He built New York landmarks like Union Square Cafe and Gramercy Tavern, and Shake Shack... He's the author of the classic Setting the Table and the new What Could Possibly Go Right? Key Learnings "Business, like life, is all about how you make people feel. It's that simple and it's that hard." "Optimists and pessimists die the same way. They just live differently." Shimon Peres. Danny prefers to live as an optimist. Most people respond to hope. A few will come out of a dark closet hopping on a pogo stick and a few will walk on the shady side no matter what. Most people start the day intending to make it better than yesterday, and they'll follow someone who shows them how that could happen. A growing business needs funding and leadership. It also needs soil. Like a plant needs sun and water and still needs something to grow in. The soil is the culture, and it determines whether anything you plant actually grows. Be explicit about which behaviors you celebrate and which you won't tolerate. Then be relentlessly consistent about both. That's how culture survives you not being in the room. Everyone is watching who gets hired, promoted, and paid. Every time you compromise on either the skills or the character, you send a message that you didn't mean any of the words. Probably unwittingly, but you send it. Curiosity is the behavior Danny celebrates most. If you want a team that treats every day as a chance to be better than yesterday, someone has to actually wonder what could be done differently. Entrepreneurs are upsighted. Danny's word. They only see what's up, only see what could possibly go right, and they look at existing problems that would make the world better if solved. A bad salesperson answers questions you never asked. Danny remembers a shoe store that hauled out everything from the back room regardless of what he wanted. The only two questions that mattered were does it fit and do I like it. A great one gets into your shoes and asks what you'd want. Sometimes they help you get to the question you actually have. There's no job that doesn't benefit from good sales skills, and good writing skills. Entrepreneurial athleticism is the trait Danny looks for in every leader. Talent gets you in the door. Athleticism is dedicating yourself to train plus the mental and emotional mettle to find a way to win. Day one mentality. The day a restaurant opens, nothing is scratched, every door works, nothing is smudged, and you assume everyone might be a critic. Day one of year 10 should be better than the original, because you have ten years of learning. Without that, it only goes backwards. The hiring formula is 49 and 51. Forty-nine percent is how well he thinks you can do the job, which is mostly technical and different for every role. Fifty-one percent is who you are. That 51 percent is Hospitality Quotient. The composite of optimistic warmth, curious intelligence, determined work ethic, empathy, self-awareness, and integrity. Someone with a high HQ is happier themselves when they make someone else feel better. "Cooking a great piece of fish only gets you to the 49-yard line." You need all 100, and it isn't just the servers who need it. It's everybody. A high HQ is a liability in an interview. Danny sometimes has to park his own at the door, because his job isn't to make the candidate feel good. It's to assess how they'll make the staff and the guests feel. Never ask if someone is self-aware. They'll say yes. Ask instead: "What's the greatest misperception other people have about you?" You can't answer it without self-awareness, because you have to know both what you are and what you're projecting. When hiring a chef, Danny already knows they can cook. What he's testing is the feedback loop. Will they get defensive? Grateful? He may well be wrong in the feedback, and he still wants to know early what it's going to be like to lead this person. Caitlin took a reservation and saved a woman's life. She was getting a phone number when the caller's voice started halting. Caitlin sensed something was wrong, asked permission to call 911, and got the address. It was a hemorrhagic stroke. The woman survived and had to relearn how to speak. Caitlin was so moved that she went back to school to become a speech therapist for ...
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