The test of leadership comes when things don't go to plan
This piece was originally shared on LinkedIn in response to recurring conversations with founders and leadership teams around this topic.
I’m publishing it here as part of an ongoing body of thinking around restaurant strategy, market entry, and operational decision-making.
It’s easy to create the illusion of a good leader. In hospitality, when the floor is full and everything runs smoothly, almost anyone can look the part.
Guests are happy. Teams are focused. Standards feel effortless.
But our industry is built on pressure, and that’s where leadership is exposed.
The best leaders don’t hide when things go wrong, they are those who:
➝ Know their shortcomings and admit errors in judgment
➝ Take the time to have uncomfortable conversations with the team
➝ Take full ownership when service falls short
➝ Reflect and implement plans to help their team learn and progress
Accountability means owning successes and shortfalls, and using pressure to raise standards rather than let them slip.