Barista Magazine

OCT-NOV 2013

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standards by using the basic old scientific method, so disproving things isn't something that happens that often, but if someone wants to, bring it on!" Whenever inconsistencies arise, such as the way that drinks are prepared or how deliveries get put away, it's best to make an action plan, using clear, constructive—and consistent, of course—communication from the top down. Upon hiring and training, everyone should receive given direct, undistracted instructions on how to prepare drinks and food items, speak with customers, and comport themselves in general; those instructions should be positively reinforced, as well as simply enforced. "During training, everyone learns the importance of making awesome drinks every single time, that it's OK to throw out a shot or an entire drink, and that it should taste the same no matter who is making it," Jessica says. "The goal is always to serve the best drink possible, and I trust that our involved drink-training process gives each of our baristas the tools they need to do that. My hope is they take pride in what they are doing, and that the customer tastes that and feels proud of their choice to come to Dottie's." Keeping It Up No café owner can be on-site every open hour of the day, so keeping tabs on quality and checking for consistency can seem like a loser's game. Being concerned about upholding standards is good, but becoming obsessive is damaging not only to one's personal emotional well-being, but also to the morale of her staff. Without having an extra set of eyes (or surveillance cameras in the back of the bar), how can a business owner or manager ensure that her staff is upholding her vision for consistency and quality? £ÎÊUÊ6"1 OCTOBER + Ê "6 ,ÊÓä One word leaps immediately to mind: Trust. The cycle of trust begins behind the bar: By not only hiring trustworthy baristas but also making them aware of the faith he's put in them, a café owner builds a bond with his staff and gives them a sense of ownership and commitment that will inspire them to follow through and honor customers' trust, even when the boss isn't physically present. "Trust is everything at Dottie's," Jessica stresses. "I learned this when I went on maternity leave. I felt uneasy about leaving the four-year-old business behind, [but] it was the best thing I ever did. I found that when I let my employees shine, they did so—brighter than I could have imagined. I gave them the tools to succeed and…they learned to solve problems independently and take on ownership." It's also imperative that a café owner, manager, or trainer knows how to address and communicate any fluctuations in performance or quality that they notice among baristas, and to nip the problems in the proverbial bud, while avoiding the impulse to correct baristas harshly, in public, or passive aggressively. "A major part of my job is making sure my customers are happy, and…they feel comfortable telling me when someone needs improvement or are doing an amazing job. We also have surveys that customers can fill out anonymously; 95 percent of the time these surveys are positive. Dealing with the other 5 percent is always hard," Jessica says, but she emphasizes the role of dialogue, not lecture, in Dottie's success. "We are what we repeatedly do," said Aristotle. "Excellence, then, is not an act, but a habit." With confidence, communication, and consistency, excellence in the café can become a habit that's thankfully hard to break. ÊÉ--1 Ê{ REPORTS FROM MULTIROASTER SIGNATURE DRINKS THE BRAZIL & RWANDA CONCEPT GROWS UP IN THE CAFÉ RENEW TODAY! DON't MISS AN ISSUE! www.baristamagazine.com www.baristamagazine.com 77

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