Why Restaurateur Cameron Mitchell Always Says Yes - washing dishes restaurant jobs

Cameron Mitchell is a legend in the restaurant industry and now runs 32 restaurants with 15 different concepts.
You may well have eaten in one of the restaurants.
With his company Cameron Mitchell restaurant celebrating its 25 th anniversary this year, Mitchell himself reviewed his journey through a new memoir/business book, "Yes, the answer is yes.
What is the problem?
"The book is insightful and honest, tracing back the course that Mitchell is unlikely to be a leading restaurant owner.
This is an engaging, real work and someone he praises for the success of the company: his staff.
He told a story in the book. -
The story of milkshakes-
This inspired his entire philosophy, which every entrepreneur should read.
Basically, Mitchell tried to order a chocolate milkshake for his son while eating out, even though it wasn't on the menu.
The server, then the manager told him "no ".
When he finally convinced the manager to do it, he was told that he had to charge extra because of the ingredients on the menu.
This story illustrates the opportunity to meet the guest's simple requirements and what different endings the story will have if the guest is happy.
This story tells CMR associates over and over again--
On the first training day of new colleagues, milkshakes are provided to attendees, etc. --
A reminder that saying yes should be the way to make guests feel great.
It is easy to say "no;
"Yes" needs work.
When I asked if I could interview him to celebrate the milestone, his answer was no surprise, "Yes.
"Happy 25 th anniversary!
This is a great achievement.
Tell us how you started the restaurant business.
Is this what you always wanted to do? Thank you!
Washing dishes is the second real job I have ever done.
The first one was to send the newspaper and I was fired for it!
I'm in high school, the last child in my single mom's house, and she doesn't have any extra money for me, so if I want to give myself something, I have to find a job.
Washing dishes at local steakhouse Cork and kitchen knives is a great choice for me.
Working there quickly brought other opportunities in the catering industry, and I became not only a chef, but also a host.
It was originally just a job, but in a very short time, I suddenly realized that I liked the industry, and overnight, I was no longer the laziest person in this place, work for beer money, for the hardest staff.
I found my own business.
What is it like to attend the American Culinary Academy?
This does not seem to be a natural path for a self
Was declared a drug dealer who really didn't go to school!
I know that the experience I will gain in the CIA is a necessary step in my goal to eventually become president of a restaurant company.
It is impossible to skip this education.
This experience is better than I thought, and a lot of the lessons I learned there-the value of hard work, the pursuit of your passion and discipline-have been with me all the time.
Can you imagine that when you start, you will have 32 restaurants in 12 states with 15 different concepts?
Is this the plan?
In my wildest dreams, I never imagined that we would be what we are today, and have opened nearly 100 restaurants, including those sold to Ruth hotel group in 2008 and rusty
I know we will have a lot of restaurants and a lot of concepts, but we are beyond my imagination.
How do you propose your restaurant concept?
This is a very collaborative process in our team.
We all have concepts we like, or are inspired when traveling to other cities.
We visited dozens of restaurants and tried our best to join our own twists and turns and work with the design team to create our own concepts.
The process takes months or even years from start to finish, and every little detail from uniform to plateau, music, wine selection and more takes thousands of hours.
How do you test these concepts?
Before deciding whether to open more or try in other cities or states, we always open new concepts in Columbus, Ohio's hometown.
We ask for feedback and measure and analyze every bit of data we can have.
We talk to our guests and colleagues.
Some adjustments are almost inevitable.
Sometimes they are small and sometimes larger.
For example, when we opened the barn at Rocky Fork Creek, it started as a more casual barbecue.
But we also have great menus like steak and oysters and our guests are confused.
The uniform is Plaid and there is a big disconnect.
Once we have corrected the problem and made things more cohesive, the sales will pick up and now the sales are very good.
How do you know when the restaurant is successful?
Will it happen right away?
Do you know it's working?
Normally, but not always, you'll know right away because you're in the honeymoon period and sales can be at their highest level at this point.
The phone kept ringing.
The place is crowded.
Great feedback.
One of our best measures is open guest feedback, which we benchmark our competitors.
Of course, these numbers must be good.
If we are busy but don't make money, we will check the menu mix and pricing and make adjustments as needed.
Occasionally, like ocean Gold in New York, sales can start slowly, but when you're in a city full of restaurants, when performing at a high level and building a reputation and name for themselves, sales may well exceed their original level.
I was scared to death when that restaurant opened slowly, but now it ranks third in our ranking and continues to grow at double digits, which is almost unheard
According to your book, your staff is the real key to your success-even more important than delicious food. Why?
Our employees are the core and foundation of our company. They are my top priority.
If they are unhappy at work, this will be shown in the food they produce, the way they treat their guests and the way they treat each other.
We set up a circle of respect and care for everyone we reach to be promoted and strive to make every experience positive.
We are very good to them, and in turn, they are very concerned about the company.
I love the story of milkshakes and also the fact that Milkshakes have become a real symbol of your company.
Can you share the crux of the story? Why is it so important to you?
Milkshakes mean everything to me because it symbolizes hospitality and that's what we all do.
That means yes.
By saying yes, it shows your concern, whether it's about your colleagues, suppliers, investors, guests or customers, or the community in which you do business.
If we can all embody the spirit of "yes", then we can accomplish anything.
What is the most challenging part of your business?
When I look back on writing this book for the past 25 years, I am well aware that insufficient or excessive capital growth is the biggest challenge.
Sometimes, in my arrogance and immaturity, I made a bad decision when I chose the site early, pushing the company to the cliff almost more than once.
I always say that it takes some poor entrepreneur to get us into trouble, and it takes some great entrepreneur to get us out of it.
I like to think that I have finally learned from these lessons and will not make any more fatal mistakes.
What are you most proud?
I am most proud of the opportunity to pass through the thousands of colleagues at our gate.
Some people spend only a short time pursuing another career, but most people use the company as their career.
We now have dozens of colleagues who have worked in the company for more than 20 years.
We have hundreds of CMR marriages and hundreds of CMR babies.
We have influenced the lives of so many people. this is my most proud achievement.
I know it's like having parents pick a favorite child, but what restaurant do you have a secret affection?
Since it was the first one, I think I have to say Cameron's American Bistro.
I recently had brunch in Harvey & Ed's in Columbus city and it was delicious!
I have to go back there so I can have a nice looking smoked beef sandwich for lunch!
As your home and the location of your company's headquarters, what role does Columbus play in your business?
Columbus businesses, including experience Columbus and Columbus 2020, play an important role in promoting everything Columbus offers, especially in terms of catering and economic development.
There are a lot of restaurant companies here, from Bob Evans, White Castle, Jerey ice cream, Wendy, our company and our sister company-rusty barrel restaurants and pubs, in addition to being the home of the culinary program at Columbus State Community College.
The city has matured into a culinary destination with amazing young talent and reflects the diverse culinary offerings of Columbus.
Dining is a form of entertainment in Columbus.
We don't have mountains in Colorado, beaches in Southern California, and major national sports teams here, so it's great to have so many dining options in our city, including one of our latest concepts, the Budd Dairy Hall, which uses parts as an incubator for concepts to foster the next generation of restaurant owners.
Young chefs come to learn and grow because of a vibrant dining environment.
Although the Cameron Mitchell restaurant has gained a lot from the community, we are deeply responsible for giving back.
For example, the Cameron Mitchell restaurant donated $2.
5 million and took the lead in raising $10 million in private funding for the $33 million Mitchell Hall at Columbus State Community College-the school's new hotel management and culinary arts building, this will double the capacity of its current product and function statusof-the-
Arts facilities and courses will be completed in the fall of 2019.
How did you celebrate the 25 th anniversary of the company?
We focused our efforts on Columbus, our hometown, and the reasons why we succeeded and were able to develop across the country.
CMR donated $25,000 to Mid
Ohio food bank and distributed 500 lunch boxes for our neighbors (SON)
Government departments and the homeless families Foundation.
In addition, CMR associates made breakfast hot meals for residents of the LSS Faith Mission, lunch for faith 8, and then ended the day of confidence, the ymca lss Van Buren presidential residence to provide hot meals for dinner.
To express "thanks" to colleagues who work daily to provide true hospitality, CMR closed all CMR locations in central Ohio at 8: 00 at the beginning of the 25 th anniversary celebrationm. on Sept.
All colleagues can attend an anniversary party.
In addition, the CMR provided a $25,000 associate giveaway in October, and the associate received a candy bar worth $1, $50 or $100. What’s next?
We are continuing on the rising track, including the opening of five new restaurants/concepts including:
Opened in March 2019);
New concept and roof concept of short North (Spring 2019);
Bud Dairy Food Hall (
Late spring 2019); Mitchell Hall (CSCC); (Early Fall 2019).
We will also transform the M sometime in 2019.
Do you have a wish list concept that you really want to try?
I have always wanted to be a French bra style restaurant and we often play with Mexican concepts, but neither of them will come soon.
Can you open a restaurant in San Diego?
We are working hard, but it is too early to announce it!