Big Corporate Hospitality culture is a funny beast. It’s a microcosm; an extreme, shining example of what I believe even “mainstream” corporate environments are like. On one hand (the public face – the one they beat you over the head with in requisite meetings and stacks of training manuals), they are all politically correct, non-discriminatory, equal-opportunity, and “all in” for the team effort. They attempt to rubber-stamp all their establishments with the same “look and feel” and – umm – operational efficiencies.
In all the various types of restaurants and bars I’ve worked in over the last two and a half decades, I still find it amazing that the culture, practices and pitfalls are nearly the same from one to another. As bars/clubs/lounges/restaurants prosper, owners/managers seem to grow exponentially disconnected from reality – what goes on in the trenches. Having been personal witness to several establishments’ Road to Glory, I hypothesize that the tipping point is somewhere around the $500K – $750K [gross revenue] a year mark. Or, it can happen at the 2 to 3 owned/managed venue point – when a previously young, highly-engaged owner/manager morphs into the CEO of a restaurant management group – jetsetting around the region, transitioning his/her bar into a “brand,” and morphing into “Corporate Bitch.”
That said, let’s look at a few choice management group playbook excerpts: