『They Are Who We Think They Are.』のカバーアート

They Are Who We Think They Are.

They Are Who We Think They Are.

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They Are Who We Think They Are Chef Anthony watched a Simon Sinek clip and couldn't let it go for a week. The premise: if you think your young staff is entitled, you will treat them like they're entitled — and from that point on, everything they do becomes evidence. The label does the work. You stop leading and start confirming. Dave, Brian, and Anthony sit with that one for the full episode. The uncomfortable part isn't that the workforce changed. It's that the workforce we're complaining about was raised by people our age — and that the way most of us learned to run a kitchen is aging out from under us in real time. IN THIS EPISODE - The self-fulfilling label: how "entitled" becomes a barrier you build around an employee's growth without realizing it - The raise transaction got reversed. We were taught prove it, then get paid. They're saying pay me, then I'll do it. Neither side thinks the other is negotiating in good faith. - Loyalty is asymmetrical: organizations expect two weeks' notice from employees they'd terminate the same afternoon - Latchkey leadership — why operators who grew up on "I'll give you something to cry about" default to low empathy, and what that costs on the line - The pendulum: pre-pandemic you could fire someone for blinking wrong, then came the years of absorbing anything, and now something closer to balance - "Your way of doing things is most likely not relevant anymore." The line that stung, and the operators who are still running a model built for an environment that no longer exists. - The door-slam raise demand — instant termination or coaching opportunity? Anthony's answer at 35 versus his answer at 46. - Approach matters: why "I need a raise or I'm quitting" gets a defensive response, and "what would I need to take on to earn more?" gets a real conversation - Dave's kid plays zero innings in the field, and Dave says nothing to the coach — the difference between protecting a young person and coaching one - The other side of the balance: you can't spend your whole career apologizing for the job you have to offer PRACTICE TIPS 1. Pause. From Jay Shetty's Think Like a Monk — between the stimulus and your reaction, build in a deliberate beat. When someone kicks your office door in demanding money, your instant reaction is defense. The pause is where you decide what actually gets you a good outcome. 2. Print the roster. Sit down with every name, what they're paid, and what they actually produce. The employee who barges in has usually been stewing for months — and sometimes they're right, which is the version you can still fix. 3. Build the rubric. Turn qualitative into quantitative. Rank your staff 1-10 on the attributes that matter to your operation. It's tedious the first time and clarifying every time after. 4. Get in front of it. Annual or quarterly reviews exist so the pay conversation happens on your calendar instead of theirs. 5. Ask, don't tell. "You're entitled and you were raised poorly" ends the conversation. "What would you do differently here?" starts one. 6. Keep bench strength. You can only hold the line on "this is the job" if your hiring pipeline and cross-training give the schedule enough elasticity to lose someone. MENTIONED IN THIS EPISODE - Simon Sinek clip on entitlement and organizational loyalty — [DROP CLIP LINK] - Think Like a Monk by Jay Shetty - Previous Restauranttopia episodes on mindfulness and on building your workforce CONNECT WITH US Got a comment, a question, or a suggestion for Brian? Head to restauranttopia.com and drop us a line. If this episode was useful, tell one other operator about the show. That's how independents find us. Subscribe wherever you listen: Apple Podcasts, Spotify, YouTube. Hosts: Dave Ross, Brian Seitz, and Chef Anthony Hamilton restauranttopia.com Learn more about your ad choices. Visit megaphone.fm/adchoices
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