Jason Berkowitz, a veteran restaurant operator and the founder of Arrow Up Training. Berkowitz shares his "origin story" rooted in a four-generation family of funeral directors, which taught him that true hospitality is about shifting one’s ego to support others during their most vulnerable moments. The conversation explores the critical balance between technology and humanity, with Berkowitz arguing that tools like digital scheduling should be used to automate "crappy" tasks so leaders can spend more time on the floor engaging with their teams and guests. He also offers practical advice for independent owners, emphasizing that "organized people work in organized environments" and warning against the common pitfalls of opening a second location without proper systems and project management tools.

10 Key Takeaways

• The Root of Hospitality: True hospitality is the ability to set aside your ego and provide the specific support a person needs in their current emotional state.
  
  
• The "Two Questions" Framework: Every employee needs clear answers to two questions: "What is my job?" and "How am I doing?".
  
  
• Organized Environments Attract Talent: High-quality, organized staff will only stay in environments that are equally organized and have clear structures.
  
  
• Minimal Effective Dose: Training should be designed as the "smallest, shortest way" to deliver necessary information effectively without overwhelming the staff.
  
  
• Work Like an Owner, But Remember You Aren’t: Berkowitz advises employees to show maximum autonomy and dedication while remaining humble about who actually owns the business.
  
  
• Automate the "Crappy Stuff": Use technology for scheduling, maintenance, and compliance to free up managers for human-centric hospitality.
  
  
• Proactive vs. Reactive Leadership: Effective COOs and owners should intentionally block out "reactive" modes (like constant email) to focus on proactive training and systems building.
  
  
• The Second Location Sinkhole: Many owners fail when expanding because they don't use data-driven site selection or have a "critical path" project management tool.
  
  
• Strategic Leasing: When expanding, aim for "percentage rent leases" to turn landlords into partners who benefit when the restaurant succeeds.
  
  
• Experience Assets: View operational challenges and "acute stressors" not as problems, but as assets that make the business more "anti-fragile" and stronger over time.