How does Colin Bedford make sure that his restaurant is consistent?

I think it’s a type of management style. I don’t micromanage by any means. I’m invested in the staff that we have here, and they all know that. It’s a level of ownership that I put into my staff that once you show them, they stay on it.

We have a few procedures during service. There are always more eyes on the dishes than people think. We check for fingerprints and grease marks — those kinds of things matter when that type of food comes out into the dining room.

But I think the biggest thing is just being invested in staff and giving them ownership as if they’re part of a team. It’s not all working for me; it’s a sense of ownership. When the chef walks out of the kitchen, I know it’s going to be all right. If I’m the guy running around micromanaging and not letting them do anything, saying, “You have to do it this way,” it’s a tough thing to do. Don’t get me wrong, it’s very difficult for me to stand there and watch when they try to do something new. But it’s detrimental for me to keep stepping in; I let them try to find their feet and let them evolve. In turn, that makes the restaurant evolve — it’s that natural progression that I think is very key versus trying to force it.

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