Hey, thanks for joining me again on the podcast. Today’s guest speaks all about what it takes to be an effective, powerful general manager, someone who creates amazing opportunities for his people, recognizes talent, sets clear expectations, holds people accountable, and moves them up, which lowers turnover, creates a powerful and amazing company culture and.

 creates this environment that delivers amazing guest experiences, that creates repeat business. This is all about the ins and outs of being a dynamic. General Manager. My guest is Andrew Roy, the GM of Mahogany Steakhouse in Omaha, Nebraska. You’re not gonna wanna miss this episode. if you wanna run a really strong leadership team

It’s really all about recognizing talent, giving them opportunities, incentivizing them. We have a complete course on leadership at restaurantrockstars.com. Leadership is really special. It’s something you wanna achieve in your organization, so check that out at restaurantrockstars.com.

Now on with the episode.

You are tuned in to the restaurant Rock Stars Podcast, powerful ideas to Rock your restaurant. Here’s your host, Roger Beaudoin.

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Hey everybody. Welcome back to the restaurant Rockstars podcast. Glad you’re with us. Andrew, welcome to the show. How are you today? I’m doing great. Pleasure to be on. Fantastic. So you’re in Omaha, Nebraska, and that is definitely cow country and steak country, and you’re with the Mahogany Steakhouse and you’re the general manager.

Let’s talk about what it means to be a great GM in your eyes. What has led to your success as being a manager?

So a lot of things. So I’ve actually been in the restaurant industry for 20 years now. I’ve done everything from dishwasher, serve, bartend all the way up to this position. Awesome.

Yeah, having a hand in all the different pots is definitely informed a lot of my decisions and how I interact with my team.

All right. That’s excellent. So it’s really important to understand the ins and outs of the different positions and know what people are responsible for in each job, but it’s also about setting expectations so that when you either have a new hire or you’ve got someone that’s worked with you for a while, that they know exactly what the, what’s expected.

How do you set those expectations? How do you clearly communicate what you expect?

Oh,

Every,

Every new hire, I actually personally fill out their paperwork and do their orientation. So we have a set, it’s about hour and a half process. First of all, make sure just we have the I nines and W fours and everything.

All the i’s are dotted and t’s crossed, but great. Excellent. We also give ’em a tour and make sure, they know what’s coming up in our training process. They know who they can reach out to if they have any issues or questions, and they know what’s expected of them moving forward.

So what does that typically look like for the onboarding?

Do you work with them personally? Do you assign them, say a mentor that they kind of shadow, a buddy that kinda shows them the rope sort of thing, and best practices? How does that work?

It definitely depends on the department they’re joining. So anything front of house, we do have a setup mentor program for, say our hosts.

It’s a little less intense than the front house server or captain, if you will. For the host, they have one host classroom about an hour long, and then three shifts where they start doing the tasks of the job. More and more. Server assistance, what we call server assistance. Most restaurants call busers.

Yes. I like that better. I like that. Yeah. Yes. Yeah.

It’s more professional.

Yeah. Yeah, they like it too. So they have about a 30 minute class right before the first shift, and they do three, one where they follow server assistant and then two where they’re leading and someone’s following them.

Servers a little more intense. It’s about a two to three hour classroom, depending on how many questions. And then about two weeks of. Different tests and following, so Oh, excellent. Definitely

the hardest of all of them. All right. That’s fantastic. How many seats do you have in Mahogany? So at our max capacity,

 About 303. That’s a big, that’s a big restaurant. That’s every seat Uhhuh seated at once. Yeah. I don’t think we’ve ever gotten to that capacity. If you have a full bar full and most of the tables, two to four tops, usually about two 50 on your craziest Friday or Saturday.

Yeah. All right. That’s fantastic. Now, do you get many tourists? Is it locals and tourists? Tell me about Omaha. I’ve never actually, I’ve been through Nebraska, never actually been to Omaha.

Sure. So we do have a pretty vibrant. Seen here. We do have a lot of people traveling through for business.

It’s a benefit of being right in the middle of the country. I’d say depending on the week, the mix is usually about 50 50 people that we see, once a week versus people from out of town who just search for best

stake in town. All right. Okay. So that’s great. So are you getting positive reviews and are you asking for those?

Just curious.

We do get positive reviews. We don’t have any system in place where we ask for them. Most of our bookings are through OpenTable, and OpenTable does automatically ask for them on our behalf. Oh, that’s great.

Okay.

Yeah.

Perfect. Yeah. When restaurants don’t have that, it’s really sad because human nature is more likely to have someone leave a negative review regardless of what happens.

They’re very quick to go there and, you gotta monitor these reviews, you gotta respond to them. You gotta show that you care. And if it’s a legitimate complaint, make it right for the, all that, right? But it’s human nature, you can give them the most amazing experience on the planet and they’ll be happy and they’ll walk out the door and they won’t think to go leave a review.

And it’s really unfortunate. So a lot of restaurants are now asking, Hey, if you had a great experience, we’d really appreciate it if you leave us a review. And that seems to be helping. But it’s great that you have open table that works. Let’s jump back to the expectations once. Your team have very clear expectations.

They’ve been onboarded, they’ve worked with the mentors, you’ve put them through these classrooms. It sounds like it’s fairly rigorous because you have high standards. What about accountability? Is there anything in place where you can literally see that they’re definitely performing to your expectation?

And what happens if that performance deviates or goes sideways?

Oh, sure. To answer that, I’m gonna start with. The, hire that’s doing a great job. So I’ll walk you through that whole Okay. Please do. Whatever new hire hosts, server, assistant, server it doesn’t really matter what position we, every employee that works there, we give ’em a two performance appraisals per year.

Great.

And so the first one actually happens 30 days after their hire date. So that’s like you got through training and you should have had maybe a week or two when you’ve been by yourself. You’re no longer learning these things, but you’re actually performing the job. Hopefully up to standards.

So you, that mentor we assigned you and then one manager, often me, but we’ll sit down and we’ll fill out, it’s a separate page of, for server assistance. How are you setting the tables? Are you doing it in a timely manner that all of ’em have questions about, are you arriving to work on time?

Are you pleasant and enthusiastic and engaged or not? One of the fun things about that first review is the trainee actually gets an opportunity with the manager, with their mentor leaving the room, and they get to evaluate that mentor. So we get to find out is this mentor being effective in the training process?

So usually those go very well if you’ve made it through a training. Usually things are. Sailing along and it’s just one or two odds or ends. Obviously if someone is not performing up to par, we do have a system we call ’em written communications, and so it’s you and two the managers. We usually do male and female just to make sure they’re both perspectives.

Sit at a table out in the open and it’s like. Hey this is something we’ve noticed. Let’s say it’s persistent tardiness. We say, we have it written down. These are the three dates that we’ve noticed. You’ve been white. We need this to be corrected going forward. Is there anything we can do to make sure that this won’t be a problem in the future?

And we make sure it’s all crystal clear and we get it signed for their records. And we in the onboarding process, we make sure that they know if there are three of those in a year. That is grounds for termination. Not instantaneous term termination, but grounds. So

that’s great. So you have disciplinary procedures, I’m hearing for minor and major infractions.

You make it very clear to people. You’re taking detailed, perhaps notes. However you do that, you’re keeping employee files and you’re giving them. These really regular, twice a year reviews so people really know, what they’re doing. And do you have any consequences for say, frequent tardiness?

Do they lose shifts or is there anything that that’s a deterrent for that behavior to continue besides just, talking to them in public and saying, what can you do to get back on track sort of thing?

Yeah, we’ve never really done one of those x for Y, you.

Accidentally rung it in the wrong thing. You can’t work Saturdays. Okay. I’m sure that I’ve worked in restaurants where they’ve done that, but I think most of the problems, if you’re clear and upfront, early on, solve themselves. And the people that can’t learn, we, we show ’em the door,

all right. Yeah. What about pre-shift meetings? Do those happen regularly? I. We do, yes, every day. 15 minutes before the start of the shift. Excellent. 15 minutes is perfect. What would you consider that to be a strategy session? What do you talk about in your pre shifts?

So it’s pretty easy. I’d say about 90% of it is covering topics, making sure everyone’s on the same page.

We go on a weekly roster of different topics and every day we cover about the same thing. Try to. Mostly ask questions rather than tell people the information. For instance, this week we’re talking a lot about beer. We’re also doing a rapid fire. Do we have this in the bar? Do we have, does the bar carry Kettle Citron or is it absolute Citron, making sure everyone is, quick and knows, that what we have the other five, 10% is us talking about the, major reservations that are coming in that night. Okay. Do we have a special party? Is there someone who wants to make sure the door’s closed and no one interrupt during their presentation? The

stuff that we all need

to know?

Yeah, it sounds like reading tables is important too. Is someone in a hurry, they try to catch a show or a movie, or is it a special occasion, like an anniversary or birthday?

Like all those things impact the guest experience as well as the sales of the restaurant. So obviously that’s important too.

Yeah,

no, 100%. Oh, that’s very cool. What about suggestive selling? Is that a focus in your restaurant? So you obviously through menu knowledge and you have people so well-trained, because I did hear that you’re quizzing them and that they’re really, they’re put through this classroom, so they have to have menu knowledge and restaurant knowledge.

What about that suggestive selling piece? Is that important? And do you train on that?

100%. So let’s talk about that because that’s a big deal. We call ’em sch spills, but they’re the prepackaged, practicing of selling the different items and appetizing and enticing ways. We do as a group, have some pretty strict rules about that specifically.

We always make sure that at some point we call it, we sandwiching the price. But making sure if it’s something off menu, that the guest at some point has heard the price. If you’re selling someone, one of our dishes is a chilled crab cocktail. So it’s a pound of, Alaskan king crab that’s steamed des shelled chilled served with different dipping sauces.

Really fantastic starter. That sounds wonderful but because of the price of Alaskan King crab, of course it’s a hundred dollars starter. So yes, we got no surprises. Make sure that they say that at some point when they’re telling the guests about that. Is

that enough for a couple people to share One person?

What’s the person size on that?

So it’s a pound before Deshaun. It does work out to be about seven to eight ounces. Okay. Yeah. I could, if I were hungry, I could definitely eat one by myself.

Yeah, I would too. I would too cured it.

Yeah. But if

it’s a couple, then perhaps they would share. But what a nice appetizer, a nice high-end that could get you and it’s perfect fit with a steakhouse also.

But yeah, they’re, you don’t wanna surprise them with that sticker shock because yeah, the price of crab is huge and obviously that’s volatile as well. Okay, cool. What about a company culture? How would you describe the culture of your restaurant? So it’s

really cool. So me and my wife met, I went to college out in Santa Fe. And we met out there, her parents taught at OSU in Oklahoma. And so we always thought they would come and move out to us, but it ended up, we ended up moving out to them and they had a situation where they were in a housing thing that didn’t, wasn’t working out, and they’re a little old older, so we actually helped them move to Tulsa.

And so Mahogany has a location here in Omaha, but also three more down in Oklahoma. So happened to be the place that we ended up moving in Tulsa and helping her parents move. I was right down the street from the mahogany down there. I walked in ’cause I was new to Oklahoma, new to Tulsa, applied as a server.

1. I have a background in wine and bartending. Excellent. I got that job. Great skillset

set to have, when you’re a gm, it’s good. Good to help

when you move. Yeah.

Yeah. Okay. So I got that,

got that job and they actually, so they’re really big believers in promoting from within. So six months later their area partner, Jake asked if I would join the management team.

I said yes. They needed some help in the kitchen and I’d never done it, but they offered to train me in a back of house kitchen management role to see if I could take on that challenge. I did it and wasn’t the best. I don’t have the best knife skills or anything like that, but managed through it and I let them know that I’m more of a front of house guy and they were actually looking for my replacement.

Covid happened shut down. They did actually pay us during the shutdown. Which

was

a

real excellent help. Oh, for sure. Oh my gosh. Those times going back there. But absolutely a benefit. All right. That’s you’re fortunate. Yeah.

So came back out. They did eventually when we reopened, they got my replacement chain.

1. Trained up and I started managing front of house and then they were moving locations in Omaha and they were looking for a new GM to take over the move, and they asked if I’d be willing to move. So said yes, came up here and yeah, it’s been awesome. Terrific. I said that just so I could highlight the whole, they are so big at, promoting from within and taking care of the people that work here.

I also just want to mention as an aside, our. Bar Manager used to be one of our old bartenders, and our private dining coordinator actually started as a host. So they’re really big of taking people that have

potential and seeing how much they can grow. I’m a huge believer in that, and that is a great culture because there’s such high turnover in this business.

There’s certainly been labor challenges that a lot of restaurants are still struggling with, and a lot of that is because they’re not, caring deeply enough to nurture people, recognize their talents, and develop them into the next step. How do we move this person? And it’s okay. I say this often, that it’s okay if you got a stellar line cook and they just love being a great line cook.

And this guy can cook 30 steaks at a time. Perfectly temp. You don’t wanna lose that. Person, but a lot of people are looking for opportunity and if they don’t see it here, they’re gonna try and find it elsewhere, whether it’s another restaurant or another business. So I love that approach. I think that’s really smart.

Promoting from within. How about recognition and rewards? Is there any regular thing where you got a stellar person that stands out and they just get recognized for that in a unique way?

Yeah, so we do an employee of the quarter. We always pick someone in front of house and back of house.

Excellent.

So then we, at the end of the year, we also do the employee of the year. So we look at those employees of the quarter and say, who is the, who really the real standout. Yeah. We also we have something we call ’em hog stars ’cause the mahogany, the hog, Oh, gotcha. Okay. I get you these little cards that all the managers have.

So when someone gets a shout out from a. Guest or someone went above and beyond, picked up a shift when we asked them to do something like that, we hand those out and they’re good for $20 in employee food. So you can, oh, there’s a part, add ’em together and you can, get three or four, you can buy yourself a steak.

Oh, excellent. Are you having any labor issues at all? Has it been a challenge for the hog?

Yes and no. I think. After Covid, everything did change a little bit. I think we’re in a fortunate situation. So last count I did, we have about 89 employees and that’s about 10 of those are kids that have gone, that’s a big crew Lincoln.

So they come back for like weekends sometimes. Yeah. And that also includes some people who have been there for 20 years. But we’re always, like every restaurant, we’re struggling to find people who wanna work Sundays and Mondays ’cause of the slower shifts. Of course, yes.

And all of our rock stars that have been here for 10, 15 years want the great shifts and I understand. Yeah. I wanna work in only the good shifts too. So

are you open seven days a week?

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 We open every day, but Christmas and Thanksgiving and occasionally New Year’s Day. If it’s on like a Monday, two years ago.

Yeah. Discounting and value are two entirely different things, but when we have a slow night in our restaurants, it’s really important to try to figure out some way of driving some traffic in the door, whether that’s through a loss leader, but we’re selling alcohol so it’s still profitable or getting people in for another table turn before it gets busy at 7:00 PM like all these are strategies.

Is there anything special that you’re doing on those slower days to try to up? The business levels, we,

We haven’t implemented it, but we are talking about doing a 10 to 20% off all bottles of wine. Okay. We wanted to, if we do it, we want it to be across the board so it’s easy to understand, easy to promote, which we have a sliding scale where we charge slightly lower markup for higher end bottles.

So we have to make sure it’s a percentage that doesn’t, you

know, bankrupt us or anything like that. Of course. It’s interesting, and I’m sure you know this, but you, if you have more than one wine supplier, or even if you have a major wine supplier, they’re always bringing in new products.

And when they do that, there’s certain products that are lagging that haven’t really moved too much, and that doesn’t affect or mean that the quality of those products are bad. It just. Didn’t catch on for whatever reason. And I used to always ask them like, what do you got sitting around the warehouse that I can bring in for a really great price where I can charge a really great margin and they’re not gonna see it anywhere else?

They’re not gonna have any idea. And then I can discount those wines and do a special promotion like this. I. I’m so quick to point out all the time. You don’t ask, you don’t get. So I was always working with my suppliers to ask ’em about different things to help my profitability. Speaking of profits as a gm, do you get involved in the financial side of the business at all?

And do you, are you held accountable for food and labor costs and all that kind of stuff? Talk about that.

Oh, 100%. The p and l is my scorecard. We track, we do 13 financial periods per year. And so we’re tracking to see, are we increasing sales from last year and is our labor in line with what we expect?

Are our cost of goods sold in line with what we expect them to be? And are we actually making money? Which, yeah, if we don’t do that, no, no one has a job exactly.

Taking regular inventory, that sort of thing.

Yes. I try to do at least one inventory with one of the guys. Usually that’s always a good idea. Checks and balances. Yeah. Yeah, that’s important for sure. Yeah. And so I’ve, my bar manager takes the lead on counting the bar stuff. I actually, we have him assistant, he’s just a bartender, but he’s trained up, he’s really good. So it’s a lot of bottles. So we have.

All together about 200 grand in booze inventory.

Oh, wow. That’s, that is a huge inventory. So all the more reason why inventory’s important. So I’m sure you have a system in place to track that. ’cause that could be an honors process. Yes. Yeah. That’s terrific. How about marketing strategy, anything special that really works for your business and how you promote and just asking if you use influencers or how do you drive some of that traffic that may not be aware of Mahogany Steakhouse?

So we do some marketing. We have an email list where we’ll send out email blasts when we have special events, if we’ll closed, that sort of thing. All the things that you might expect Facebook, not as much on Instagram or that we do have promoted days on OpenTable. They allow you to promote, so essentially Sunday, Monday we pay a little more to have our name show up at the top just so people see us when they’re hungry and booking reservations.

And then we do some advertising at the local airport. So when you’re picking up your bags, you’ll see a sign that has our steakhouse and. Yeah. Pictures of our steakhouse in a lobster. When you’re, okay.

Yeah. I could see where that would totally work. Someone’s coming into town, they don’t know what’s a great place.

Everyone wants to have an Omaha steak and they see it and it’s okay, we’re going there. That’s fantastic. And then they tell their Uber driver, take me right to the mahogany.

Sure. Yeah.

Right now. Okay. That’s cool. Excellent. Now what about challenging customers? Does that happen often? Yeah, I.

So the way I think about it I assume probably about, 1% of the population’s a little crazy and we do have every once in a while, some crazy people. I also, one of the things I like to tell my management team is, we’re all human. We make mistakes too. So yes, we do occasionally have some complaints.

Do you train your team to try to diffuse the situation and to make things right, meaning on the floor level versus calling the manager?

’cause I know in my experience. A guest might have a problem. And if a person is not empowered to use their best judgment to solve that problem, oh, let me go ask my manager. Now the person feels embarrassed and then the manager comes to the table, they have to describe or, complain about it for the second time.

I’m just curious if there’s any empowerment or what that process looks like at your place.

Oh, sure. So I would say for a large majority of the cases, that’s what happens. We do always make sure our manager follows up though. So that’s important. Yeah. If a server comes and tells me that they really just didn’t all like.

They all go outten potatoes, so any of my managers that work with me, they would instantly take those off the bill. But our rule is we follow back up the exception that case we do as a rule, managers always handle alcohol complaints or anything involving alcohol. Mostly just to protect the servers when people have been drinking and if there’s a concern about cutting someone off or over consumption. We always want the, if they’re angry for that anger to go to the management team because Absolutely. That’s why we’re here,

that makes sense. This episode has made me slightly hungry because it’s lunchtime.

Do you have a wide I’m assuming you have a wide variety of cuts of beef and different styles of beef, and how deep do you go? Because again, this is a major steakhouse. So

we have three different types of filets. Mostly side size differences, but also bonnly, and that’s one of the ones we’re known for.

A couple different ribeyes strip stakes. O obviously we do a porterhouse. And then we do rotating selection of different featured items. So we’ll get a five Japanese Wagyu, we’ll get dry age cowboys. So yeah, it’s every week it’s something different. But the kind of core we have, the ribeye New York strips, we’ve got the porterhouse all the time.

And of course pork chop chicken and seafood selections.

Awesome. Now, I’m a huge believer in hooks and not everyone knows what a hook is, but a hook is something that catches the guest’s imagination. It’s something unique, special or different about a process or about something you do that’s just got wow factor.

I was at a steakhouse in Waco, Texas. Yeah, I was brought in to speak in an event and we all went out to dinner at the steakhouse. And yes, the food was fantastic and the chef actually came out and chatted up our table, and that’s all great PR of course, but the server brought out a platter of probably 15 different steak knives that were all really unique and different and special.

And some had ivory handles and some had a cobalt blue or a lapis blue handle, and you could literally choose. The steak knife before your steak came to the table and it was on a velvet pillow and I thought, wow, that’s, that makes people feel really special. I thought that was cool. Are there any hooks in your restaurant that really stand out that you hold your hat on?

I think one of the more unique things about us is we always participate in team service. So when you are shown your table, you’re always, they’re gonna tell you, oh, this evening you’ll have James and Alicia taking care of you. So you never have just one server, which means you never really have to wait for anything when one’s in the back, one’s out front.

So you always have someone watching and ready to help you out.

That’s hospitality right there. That’s fantastic. Don’t choose your own knife,

but

yeah. Oh, that’s cool. No, I like the team service idea. I think, people feel special. They feel recognized, they feel really, unique about being, making the choice to come in.

And especially if it’s choreographed service, I’m always amazed at how communication happens sometimes behind the scenes. And the minute you say, I’ll have this, somebody signaled and out it comes and a second later and like, how did they do that? It’s like magic. So again, hospitality is special.

Andrew, it’s been really wonderful having you on the show. Thanks for being a great guest.

Thanks, Roger.

I appreciate it. I hope everyone comes and checks out the Mahogany Steakhouse in Omaha, Nebraska, the next time you’re traveling. Thanks so much to the audience for tuning in.

Can’t wait to see you all next time. Stay tuned. Stay well, and I’ll see you then.

People go to restaurants for lots of reasons, for fun, celebration, for family, for lifestyle. What the customer doesn’t know is the thousands of details it takes to run a great restaurant. This is a high risk, high failed business. It’s hard to find great stuff. Costs are rising and profits are disappearing.

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Thanks for listening to the Restaurant Rock Stars Podcast. For lots of great resources, head over to restaurant rock stars.com. See you next time. I.

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