While in the Culver's in Mukwonago, I had the pleasure to meet a server we'll call “Gretchen.” The ordering process was standard, but the service was extra-friendly as two or three people actually said hello to me as I entered the building. It's nice not to be greeted with “Next” or “Ready to order?”

While I stared at the menuboard, Gretchen asked what I would like and helped by making a few suggestions. I was soon out of the menu-panic mode and placing an order. Further, when I asked if I could pick up my dessert later, my request was cheerfully granted—far different from the sigh and eye-roll that same request has earned at other places.

Culver's employs a semi-service system where you place your order at a cashier, fill your own beverage, and wait until the food is delivered to your table. That's where I saw things I preach about taking place—out in the dining room—uncharted territory for many quick-serve employees and managers.

Gretchen came out during a lull at the counter (instead of leaning on it) and began interacting with numerous guests. She knew them, their preferences and their orders. One couple sitting near me received a coffee refill, another was asked about the soup they ordered, and a third was asked why they didn't order the usual sundae for dessert. She even stopped by my table to see if the Buffalo Chicken Tenders were spicy enough.

I'm convinced, from a guest standpoint, that the quality food combined with personalized service rarely seen in the quick-service industry is driving Culver's growth. So what can you do to emulate the success of Culver's?

Simple: Hire Gretchens and let their personalities shine. Chances are all they'll have to do is get out from behind the counter.

People like Gretchen are not bussers or cashiers, they are guest ambassadors. Simple guest interactions wow the guests, make them feel valued instead of processed. As a result, they not only return to your restaurant, they recommend it. The investment in Gretchens should be easily returned as your guest frequency rate increase.

Gretchens can enhance your value by:

• Greeting guests by names. To encourage this, reward employees who learn 100 guest names. Golden Corral and Chick-fil-A do it. Make guests feel like Norm and not #89.
• Guiding guests through the menuboard maze. Teach employees to ask questions like, “What are you in the mood for?” or “What do you usually order?”
• Reassuring choices. Gretchens make eye contact and smile as the guest places his order and respond with a “Great choice!,” “You'll really like that,” or “We're selling a lot of those today.” Guests will feel better about their decision.
• Getting out from behind the counter and offering drink refills. Guests expect that at full-service restaurants but it's a great value-add in a limited-ser
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  d at the menuboard, Gretchen asked what I would like and helped by making a few suggestions. I was soon out of the menu-panic mode and placing an order. Further, when I asked if I could pick up my dessert later, my request was cheerfully granted—far different from the sigh and eye-roll that same request has earned at other places.

  Culver's employs a semi-service system where you place your order at a cashier, fill your own beverage, and wait until the food is delivered to your table. That's where I saw things I preach about taking place—out in the dining room—uncharted territory for many quick-serve employees and managers.

  Gretchen came out during a lull at the counter (instead of leaning on it) and began interacting with numerous guests. She knew them, their preferences and their orders. One couple sitting near me received a coffee refill, another was asked about the soup they ordered, and a third was asked why they didn't order the usual sundae for dessert. She even stopped by my table to see if the Buffalo Chicken Tenders were spicy enough.

  I'm convinced, from a guest standpoint, that the quality food combined with personalized service rarely seen in the quick-service industry is driving Culver's growth. So what can you do to emulate the success of Culver's?

  Simple: Hire Gretchens and let their personalities shine. Chances are all they'll have to do is get out from behind the counter.

  People like Gretchen are not bussers or cashiers, they are guest ambassadors. Simple guest interactions wow the guests, make them feel valued instead of processed. As a result, they not only return to your restaurant, they recommend it. The investment in Gretchens should be easily returned as your guest frequency rate increase.

  Gretchens can enhance your value by:

  • Greeting guests by names. To encourage this, reward employees who learn 100 guest names. Golden Corral and Chick-fil-A do it. Make guests feel like Norm and not #89.
  • Guiding guests through the menuboard maze. Teach employees to ask questions like, “What are you in the mood for?” or “What do you usually order?”
  • Reassuring choices. Gretchens make eye contact and smile as the guest places his order and respond with a “Great choice!,” “You'll really like that,” or “We're selling a lot of those today.” Guests will feel better about their decision.
  • Getting out from behind the counter and offering drink refills. Guests expect that at full-service restaurants but it's a great value-add in a limited-se
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    tchen came out during a lull at the counter (instead of leaning on it) and began interacting with numerous guests. She knew them, their preferences and their orders. One couple sitting near me received a coffee refill, another was asked about the soup they ordered, and a third was asked why they didn't order the usual sundae for dessert. She even stopped by my table to see if the Buffalo Chicken Tenders were spicy enough.

    I'm convinced, from a guest standpoint, that the quality food combined with personalized service rarely seen in the quick-service industry is driving Culver's growth. So what can you do to emulate the success of Culver's?

    Simple: Hire Gretchens and let their personalities shine. Chances are all they'll have to do is get out from behind the counter.

    People like Gretchen are not bussers or cashiers, they are guest ambassadors. Simple guest interactions wow the guests, make them feel valued instead of processed. As a result, they not only return to your restaurant, they recommend it. The investment in Gretchens should be easily returned as your guest frequency rate increase.

    Gretchens can enhance your value by:

    • Greeting guests by names. To encourage this, reward employees who learn 100 guest names. Golden Corral and Chick-fil-A do it. Make guests feel like Norm and not #89.
    • Guiding guests through the menuboard maze. Teach employees to ask questions like, “What are you in the mood for?” or “What do you usually order?”
    • Reassuring choices. Gretchens make eye contact and smile as the guest places his order and respond with a “Great choice!,” “You'll really like that,” or “We're selling a lot of those today.” Guests will feel better about their decision.
    • Getting out from behind the counter and offering drink refills. Guests expect that at full-service restaurants but it's a great value-add in a limited-se
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      ulver's?

      Simple: Hire Gretchens and let their personalities shine. Chances are all they'll have to do is get out from behind the counter.

      People like Gretchen are not bussers or cashiers, they are guest ambassadors. Simple guest interactions wow the guests, make them feel valued instead of processed. As a result, they not only return to your restaurant, they recommend it. The investment in Gretchens should be easily returned as your guest frequency rate increase.

      Gretchens can enhance your value by:

      • Greeting guests by names. To encourage this, reward employees who learn 100 guest names. Golden Corral and Chick-fil-A do it. Make guests feel like Norm and not #89.
      • Guiding guests through the menuboard maze. Teach employees to ask questions like, “What are you in the mood for?” or “What do you usually order?”
      • Reassuring choices. Gretchens make eye contact and smile as the guest places his order and respond with a “Great choice!,” “You'll really like that,” or “We're selling a lot of those today.” Guests will feel better about their decision.
      • Getting out from behind the counter and offering drink refills. Guests expect that at full-service restaurants but it's a great value-add in a limited-se
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        and Chick-fil-A do it. Make guests feel like Norm and not #89.
      • Guiding guests through the menuboard maze. Teach employees to ask questions like, “What are you in the mood for?” or “What do you usually order?”
      • Reassuring choices. Gretchens make eye contact and smile as the guest places his order and respond with a “Great choice!,” “You'll really like that,” or “We're selling a lot of those today.” Guests will feel better about their decision.
      • Getting out from behind the counter and offering drink refills. Guests expect that at full-service restaurants but it's a great value-add in a limited-service environment.
      • Checking back to see how the meal is going. Sonic Drive-In and Bumper's Drive-In do a great job encouraging team members to check if customers need extra napkins or condiments.
      • Thanking the guest and inviting them back. Teach your staff that anyone near a departing guest should thank him for his business and invite him back. A simple, “See you tomorrow!” will suffice.
      • While I firmly believe many companies hire the right personality types, if those new employees don't see other team members delivering hospitality, soon, they'll stop it as well. Companies like Culver's and Chick-fil-A have built hospitality into their delivery systems. Friendly, caring service builds sales, guest loyalty, frequency, and more restaurants.

      Those two brands scream “Friendly.” Guests know they can receive a four-star service experience for one-star prices. Kind of like booking a hotel room online at one of those discount websites—getting more value for your money.

      To emulate what Culver's and Chick-fil-A have done, encourage each employee to embrace the S.H.I.R.T. philosophy: Smile (at all times), Hospitality (at every interaction opportunity), Inform (don't sell), Refills (offer them), and Thank departing guests. Five simple words will make a world of difference in your service levels, sales, and guest frequency. And hiring a few Gretchens of your own couldn't hurt either.