November 10, 2025 • 34 mins
Want fewer fires, stronger managers, and a calmer shift without losing speed? We dig into the simple coaching moves that turn constant problem-solving into shared ownership. Hospitality leader and author Jason E. Brooks joins us to unpack three deceptively small skills—asking better questions, listening with intent, and giving feedback that actually lands in a roaring kitchen—and shows how they scale across multiple locations.
We explore:
• choosing to coach instead of fix
• building trust to stop 2 a.m. calls
• listening that lowers defenses and reveals context
• giving feedback that lands in a loud kitchen
Go to irfbook.com right now and grab your copy
Head to christinmarvin.com/contact for a complimentary coaching session and let's talk about what's possible for your restaurant group
Find Jason’s books on Amazon or at jasonebrooks.com
P.S. Ready to take your restaurant to the next level?
- Get the Independent Restaurant Framework that's helped countless owners build thriving multi-location brands. Grab your copy at https://www.IRFbook.com
Podcast Production: https://www.lconnorvoice.com/
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Transcript
Episode Transcript
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SPEAKER_00 (00:08):
Are you a problem solver for your team, or are you
a coach for your team?
Today we're going to answer thatquestion on the podcast.
I'm joined by Jason E.
Brooks, speaker, two-timeauthor, creator of Coach Up, and
host of the Leadership TablePodcast.
Jason has been in thehospitality space for many, many
(00:30):
years.
And today we talk about threekey coaching skills that will
help every leader in therestaurant business be
successful.
Listening, asking powerfulquestions, and giving feedback.
Jason also offers up anincredible new resource for all
of you at the end of thisepisode.
(00:51):
So stay tuned and join us forthe full length of the episode
today.
I love these tools because youcan start using them immediately
during your next service.
Hope you enjoy.
(01:30):
If you are an independentrestaurant owner managing
multiple locations, you know thechaos that comes with growth.
Inconsistent execution acrossyour restaurants.
Managers who won't takeownership.
Constantly answering questionsyour team should already know
the answers to.
You're stuck in your currentrole when you want to be playing
(01:51):
a bigger strategic role as youscale.
You don't have the right leadersin place or you keep losing
them.
And you're not sure how to findgreat people and actually keep
them around.
We work with passionateindependent restaurant owners
who found success with theirfirst few locations and are
ready to scale strategically.
(02:12):
Our clients aren't looking tojust survive expansion.
They want to thrive through it.
They're committed to developingstrong leaders and creating
exceptional guest experiences.
Through the independentrestaurant framework that we
teach in multi-unit mastery, wecoach independent restaurant
groups to move from chaos toconfidence by focusing on three
(02:32):
pillars people, process, andprofit.
You can grab a gifted copy ofthe book at irfbook.com.
On this show, we bring you realcoaching conversations,
leadership strategies, and theframeworks that you need to lead
like a CEO instead of operatinglike a worn-out manager.
And here's the thing (02:53):
coaching has changed our clients'
businesses and can change yourstoo.
If you've never experienced whatit's like to have someone in
your corner who actually getsthe restaurant world, we'd love
to connect.
We offer one-on-one and groupcoaching.
Head to kristenmarvin.com slashcontact for a complimentary
(03:14):
coaching session and let's talkabout what's possible for your
restaurant group.
Jason, welcome back.
So happy to have you for thesecond time.
You and I have been able to stayconnected on our journey
together, growing our businessesand publishing books and all the
things.
So we're going to talk aboutyour second book today.
(03:34):
Congratulations on that.
But you you popped up in myinbox this morning and offered
something that I didn't know Ineeded.
And that's always a welcomeinvitation.
So I've I've I have one of thosedays that I um kick constantly
kick myself forward and whereI've overscheduled myself a
(03:55):
little bit.
And I know better than that.
And I know I'm more productivewhen I slow down and I give
myself some time.
And you wrote a newsletter aboutcoaching and taking time to slow
down and not jump in and providethe answer, but to ask some
(04:17):
questions.
Will you give us a little bit ofcontext around that newsletter?
SPEAKER_02 (04:22):
It's very true.
Uh first, thank you for havingme on the show, Kristen.
It's always great whenever weget to interact in person, on
stage, or even across thenetwork.
But um the coaching drop.
The the uh coaching drop is aweekly newsletter that I put
(04:44):
out, and uh I try to keep itshort and sweet.
There's three versions to it.
You have the uh free version andthen two more tiers.
The other two tiers gains youaccess to some customized uh w
one-on-ones and some groupcoaching as well.
Um, but in the free tier, thereis always a coaching tip of the
(05:11):
week.
That's how every singlenewsletter starts off.
This week's coaching tip is uhuh pause and wait to give the
answer and and uh more so ask aquestion first.
The reason why is that we withinthe hospitality industry, we are
(05:32):
taught like Will Gadera and thebear says every second counts.
So we're doing our damnedest toshorten time, fall time, get to
the end result.
But what we do whenever we dothat is that we actually rob our
people of development here androb them of being able to uh
(05:57):
learn how to pivot on their feetand understand the bigger
picture of what's going on.
It's a very true fact that welearn more and we learn better
whenever we can speak back whatwe're thinking.
But if we as the teacher, we asthe coach, we as the manager is
(06:20):
the one doing all of thespeaking, our team is doing none
of the learning.
It's kind of like reading a bookand then you catch some of it.
But when you tell back thatbook, when you paint in words
what you're seeing, you thenbegin to piece together pieces
of that book differently thanwhat your mind comprehended
(06:43):
because your voice added to thatnext layer.
So the actual newsletter goesinto uh pause, don't give the
answer first, ask a question.
And it's giving the opportunityto the person that you're
coaching to be able to get adeeper understanding into what's
going on versus just getting avery short answer.
SPEAKER_00 (07:05):
Yeah, and what are two of those questions that you
include in the newsletter thatare important to ask?
SPEAKER_02 (07:11):
Ah, one of them is um, and please forgive me for
misquoting it, but what one ofthem is um what do you picture
is going on right now?
Um, and and then the uh secondis what they expect the outcome
(07:32):
to be.
And that paints two very clearthings.
They get to see what's inreality is currently happening,
and then what should the outcomebe.
Their mind automatically startsmapping that step, that just
journey from where it currentlyis to where it needs to be.
(07:54):
But the more we just give ananswer, again, it cuts short
that journey.
SPEAKER_00 (08:00):
Yeah, absolutely.
Um, it's such a powerful way todevelop their strategic thinking
skills.
Like you said, in an aid indevelopment, um, I talk to a lot
of restaurant owners that havethe common complaint that my
team texts me constantly.
I can't, my team won't leave mealone.
It's hard for me to do my jobbecause I've got all these
(08:22):
distractions coming at me.
And so I love diving in withthem and saying, give me an
example.
What this person reached out toyou about, oh, the dishwasher
had a leak.
Okay, what was your response tothat?
And and in that moment, we canidentify are you training them
that you're the problem solver,or are you training them to
think on their feet and maketheir own decisions?
(08:43):
And and that usually thosemoments are really, really
powerful moments of insight.
Um, but it takes a long time tolearn that behavior.
And and I'm curious, when whendid you first learn that skill?
Was it in your career,post-career as an operator?
SPEAKER_02 (09:00):
I I'd say it was in my career, and it was when I
shifted into a true director ofoperations and being over um
three very distinct markets.
And one was the uh RaleighDurham market, the other one was
(09:21):
the DC market and the Atlantamarket.
Three very distinct markets.
And what I found was every timethat I would walk in, I would
get verbal throw-up all in myface.
And they would dispute abouteverything that was going on.
(09:45):
Uh yes, of course, I was umhaving meetings and and uh and
being in communication with myGMs and my managing partners,
but I wasn't actually buildingtrust.
And I find that half the timethat we get those what I like to
(10:07):
call stupid 2 a.m.
phone calls.
That phone call, like Jason, weare out of toilet paper.
And it's like, what?
Call me at 2 a.m.
tell me that you're out oftoilet paper.
Um, most of the time that theydon't make a decision is because
they think we don't trust themwell enough or know them well
(10:31):
enough for them to make adecision without being judged.
They they feel we don't knowthem well enough for them to
make a decision without beingjudged.
SPEAKER_00 (10:43):
Yeah.
Here's the thing 80% ofrestaurants fail because they
don't have the systems, notbecause they have bad food or
service.
If you're ready to stop beingthe bottleneck in your own
business and start buildingsomething that can actually
scale profitably, I want you toput multi-unit mastery, my new
(11:04):
book, directly in your hands forfree.
Go to irfbook.com right now andgrab your copy.
When you do, you're going to getaccess to some additional tools
that are not available anywhereelse.
This is about building a legacy,not just another location.
Stop putting it off and go getyour book.
(11:27):
Again, that's irfbook.com.
unknown (11:32):
Yeah.
SPEAKER_02 (11:33):
So I found that what I needed to do was actually
create time and create space toget to know them individually.
Yes, I had lots of ways to dumpinformation on them.
I had a group text, a groupemail, a group everything.
I was forwarding the emails frommy VP of ops to them so they
(11:57):
knew what was coming down thepipeline.
I was dumping all kinds ofinformation onto them.
But I wasn't making any time toget to know them individually
for them to dump on me.
So every time I walked into amarket or into a building, it
was all over.
(12:18):
Once I started creating thatindividual space to start asking
questions versus dumping info, Ifound that they were actually
now when I walked into marketsand into buildings, they were
actually just taking time toshow me a round because they
always knew that every Wednesdayat three o'clock for 45 minutes
(12:42):
or 30 minutes, they were goingto have my undivided attention
for them to tell me exactly whatwas going on in their world and
to help build that trust.
SPEAKER_00 (12:55):
I love it.
There's such an importantdistinction here that's coming
up for me about being theproblem solver and being the
coach.
When you're in day-to-dayservice and your role is
constantly the problem solver,there's a lot of chaos that's
just continuing to happen aroundyou.
Like you said, you're trainingyour team that all they need to
do is just quickly come to you,get the answer to a problem, and
(13:16):
then go find another problem andjust rinse and repeat, rinse and
repeat, rinse and repeat.
The distinction here is thatwhen you start to coach and you
start to ask those questions,you force everything to slow
down and to be more intentional.
And that really calms a lot ofthe chaos in the day-to-day
operations and helps everyone bea lot more thoughtful about what
(13:38):
they're going to do next andwhy, right?
Which is such a powerful tool.
I love that you, you know,asking the question is such an
important first step, but thenyou also lean into another
coaching skill that I just thinkis magical, maybe one of the
most important is listening,right?
You ask the question and thenyou shut up and you just wait
(14:01):
and you create that space andyou listen.
Right.
And and and allowing youremployee, again, like you were
saying, to just speak out loudwhat the solution is will help
them understand the way thatthey are thinking about the
problem and the solution.
And sometimes, even in thatmoment, they can just catch
themselves and go, oh no, thatdoesn't make sense.
(14:21):
We're gonna let's try it likethis.
How did you learn that skill oflistening?
SPEAKER_02 (14:27):
Well, I think it actually came easier for me than
most people.
And the reason why I say that isthat what most people don't know
is that I've had a stutteringchallenge since I was a wee tot,
since I first started speaking.
So much of a challenge that evenin grade school, second grade,
(14:50):
third grade, fifth grade, sixthgrade, I was pulled out of class
to learn how to do properbreathing techniques in order to
learn how to finish a sentence,one sentence, without
stuttering.
Of course, I was called all thenames, all that good stuff.
And so for me, listening becamea bit more natural because of a
(15:14):
fear of speaking.
And I know most people that knowme decently were like, well,
Jason, you speak on stage tothousands of strangers almost
every day.
You do workshops for largegroups, for executives, for
professionals in and outside ofthe hospitality industry.
(15:34):
How is it that you have astuttering problem?
And it goes back to how Ithought through what my
challenge was and began to useit as a strength.
I dug a bit deeper into thingslike that.
We won't go through all of thaton this podcast here, but but
that's where my naturallistening abilities began to
(15:58):
strengthen.
Now, uh we don't just use thelistening ability just for
coaching, but I've also found itvery um very uh um very uh
useful in doing field visits.
Now my background, I came fromwashing dishes age of 15, and I
(16:21):
chose to wash dishes.
Why?
Because I wanted to take thatlittle wand in the dish pit,
have my back turned to toeveryone, and just knock out
pans and not have to speak.
But of course, what I didn'tknow was as I got better at
dishes, I had to train others ondishes.
And then when someone called outon pantry, Jason, can you work
pantry?
(16:41):
Okay, well, now that you'reworking pantry, can you work
grill?
Can you run a ship?
Can you train someone?
I eventually still had to learnhow to speak to people and use
the least amount of words tomake the most impact.
So I even going through myrestaurant background, I got
into multi-unit management,which had me doing field visits.
(17:05):
The listening aspect is also keyin doing great field visits.
Uh most field visits suck,meaning I know you've been
either the one on the end, theGM of that field visit, or that
district manager that comes inand likes to poop and swap, just
drop a big hot pile of shit andleave right back on out, fly
(17:29):
right back on out, and leave alist of 99 things that a near
perfect general manager has todo just to make the point that
they were perfect.
So one of the things that Iunderstood and learned in the
beginning, in the beginning, asI got better at doing field
visits, was how to listen first.
(17:52):
Because that that first 90seconds that you're walking into
their house, you're you'rewalking into their family.
What you say and ask and do,like, okay, let's talk about
your numbers.
You know it feels like an odd.
Let's talk about food costs,feels like an odd.
Let's talk about guest complex.
(18:12):
From from there, it's alldownhill.
But when you can start askingquestions and asking questions
like how is your week and thenactually listening and taking
notes, you'll you will find thatyou de-escalate and let their
guard down for them to open uplater within that visit for them
(18:33):
to actually take feedback versusfight and resist it.
So listening works not only withcoaching, but in our world also
with field visits.
SPEAKER_00 (18:43):
Yeah, absolutely.
I mean, that's one of the thingsI learned from taking coaching
courses was that in all theskills that I learned in
coaching could be applied to anysingle aspect of my life,
whether it's working withtraining my dogs, walking the
dogs, spending time with thedogs, marriage, uh, friendships,
you know, business work, how Idesigned my coaching business,
all the things.
(19:04):
Um, I think I'm I'm laughing onthe inside because, you know,
when I was a regional manager, Ididn't know what I was doing in
the beginning.
And, you know, when I when Ibecame a regional, it was a
brand new position for thecompany that I'd worked with.
And so we were all kind oftrying to figure it out on our
own.
And I I know there's probablysome people listening that used
(19:26):
to work with me.
And I would just like to take amoment to apologize for the poop
and and swoop that I probablydid it to you when I was trying
to figure out um how to managemy schedule overseeing six
restaurants.
And I know there were times Iran in really quickly and I had
something else on my mind, and Iran in and did a couple things
(19:47):
and ran out.
And I think, you know, as ifthere's any regionals or
director of operations listeningto this, having intention around
what your shop visits actuallylook like, what you're doing
there, how long you're there,it's so, so important.
And I didn't learn that untilabout three years in to the role
(20:11):
when somebody actually asked,like, what are you actually
doing when you're in there?
What are you looking at?
Who are you talking to?
What are you spending time on?
Because in a lot of ways, I wasstill a super GM.
I would, if I saw a bottleneck,I'd jump in and help out, right?
Rather than asking questionsabout what why is this happening
right now?
What's going on?
You know, I know a lot of timesI what, you know, a lot of my
(20:32):
favorite times in in therestaurant business as a
regional and as a GM was wasyeah, sitting down one-on-one
with people and listening, likeyou said, asking a lot of
questions, but just creatingthat distraction-free space for
us to take a second, take acouple deep breaths, and get
really intentional.
And I love sitting in an opsmeetings and just watching the
(20:55):
teams interact and understandwhat they were talking about.
And same thing, butting in andasking some questions, which
they probably thought at thetime was kind of annoying, but
but I loved offering thosemoments of, you know, have we
thought about this?
Have we talked about this?
And and just hearing from them.
Yes, they have or no, theyhaven't, and really
understanding how to help themagain build their confidence.
(21:16):
And it helped me, you know,understand if I could trust
their judgment or not, which wassuper important in the role.
Um, yeah.
SPEAKER_02 (21:25):
I would say that uh one of the key pieces that you
that you spoke to there is thatthat super GM mentality and how
whenever most managers uh get totheir first multi-unit role, um,
they leave behind everythingthat made them successful.
(21:46):
And that is when they weresuccessful as a single unit
operator, they had checklistseverywhere, clipboards and
checklists everywhere.
They had mini GMs everywhere, aGM that owned the walk-in
cooler, a GM that was in chargeof the walk-in freezer, a GM
(22:07):
that was in charge of the expoline, a GM in charge of the
dining room, even one in chargeof that messy ass closet that
everyone put stuff in in thefront that knew it didn't go
there.
They had many GMs, they hadchecklists, they had all their
systems in place, and they weredoing it so well it was running
for lack of better terms,without them having to
(22:29):
micromanage it.
But the moment that they shiftedinto multi-unit, they became a
very different super GM andtrying to jump in on everything
and almost leaving every singletool belt, every single thing
that they learn as that greatGM.
Let's think about the restaurantowners same thing as they run
(22:50):
one location and and they getreally good at the operations of
that one location, yeah, andthen they shift to two and three
and five.
Yeah, next thing you know,they're walking in, they're on
the phone, putting out a fire ata location that's all the way
across town while walking intoanother location, putting the
(23:14):
phone down, helping to knockdown the line at the front door,
jump on expo, get the ticketsout, get the truck order in, fix
something on payroll, give somehigh fives, jump back on their
cell phone, driving to the nextfire thinking that they did
something, and very little, ifnot nothing, changed during that
visit that they were just at.
(23:36):
Yeah, that's one of the keyfundamentals of actually
listening, planning, andunderstanding how to coach
whenever we are walking in thebuilding, even for multi-unit
locations as well.
SPEAKER_00 (23:48):
Yeah, I love it.
Uh what is another one of yourfavorite coaching skills?
SPEAKER_02 (23:55):
Another one of my favorite coaching skills is
giving feedback.
Giving feedback.
I I love one that is my go-to,and I actually learned this from
Manager Tools.
Um and Manager Tools is apodcast that I actually picked
(24:16):
up on when I was a uh trainingmanager for O Charlie's.
And my training GM was uh Mark,and Mark was, I swear, he I
always say this, he was themayor of what he did.
But manager tools taught me umhow to apply manager techniques
(24:39):
even in the uh fast-paced worldof the restaurant industry.
One of those things was how togive feedback.
Think about our kitchens.
Our kitchens are one, very loud,right?
It's a lot of fast-paced bodies.
We have hoods going, we haveflames, we have fryers cutting
(25:01):
on and off, things gettingfried, orders being called, and
it's so loud and so excitinginside of that moment.
Giving feedback gets lost.
We think we say something, andwhat's being heard, and all of
that noise is only but a fewwords, most of those negative.
(25:24):
And what we're trying to getacross in that moment is what
the person, the person who isreceiving it, that's not what
they're hearing, that's not whatthey comprehend it.
So, one of my favorite coachingtools is how to give feedback.
And one technique that I alwaysuse is one question Can I give
you some feedback?
(25:46):
Because when I walk up tosomeone and I say, Hey, you're
burning that sauce, make sureyou turn down that flame, or
else the butter is gonna break,and then we're gonna have to
redo it.
All they heard was Jason said Isuck with my sauces.
SPEAKER_01 (26:02):
Yeah, okay.
SPEAKER_02 (26:03):
Yeah, but whenever you give their brain the moment
to accept feedback with onequestion of can I give you some
feedback?
It is almost mechanical.
I love it.
That they just pause and thenthey listen and they listen to
everything that you say.
And you'll even find yourselfsaying it a bit differently
(26:26):
because you can feel theattention on you.
So that one question, can I giveyou some feedback is one of my
other very favorite coachingtools.
SPEAKER_00 (26:35):
I love that one.
It feels very um, very direct,very harsh, very uh, what's the
word I'm looking for?
You're just choosing to insert.
You're there's no likethoughtfulness or intention
around.
The other one is simply aninvitation.
Are you are you ready for thisright now?
And maybe that person says no,right?
(26:56):
Right?
Like, can I say maybe they sayno?
I don't know.
I think that's a beautiful thingto design with employees,
though, when you are talkingabout you know, through the
interview process, you'retalking about, hey, we have a
culture of feedback.
We we love, you know, we doperformance reviews, we do
one-on-ones.
Have you ever been a part of arestaurant that's done that
(27:17):
before?
Because if you know, if you havenot been in a culture of
one-on-ones and then all of asudden you are asked to do a
one-on-one, your first thoughtis, oh shit, I'm in trouble.
What did I do?
What did I do?
Right.
Yeah.
But if you can infuse that inyour culture from the very
beginning, then it's a much morewelcome, open, honest
conversation about we're alwayslooking for ways to get better.
(27:39):
I love that.
That's great.
Okay.
Tell us about this amazing newbook that you have.
SPEAKER_02 (27:46):
Every team needs coaching.
Um, every team needs coaching ispart two of my every leader
series.
First book, as you know, EveryLeader Needs Followers, that was
um released back in March of2024 while I was on stage at the
Bar and Restaurant Expo.
(28:07):
And uh it was 10 keys to helptransform restaurant uh
restaurant managers tohospitality leaders.
And it was a great that firstbook was a great deep dive in
just 10 keys, 10 keys that helpsyou shift from managing to
(28:28):
actually leading.
But there was a piece that wasincluded in the book, but wasn't
the total focus, and that's thecoaching aspect and my mantra
the thing that I live andbreathe by that I will fall on
the sword with is manage, lead,coach, repeat.
And that is the understandingthat we do have to manage.
(28:51):
There's nothing wrong withmanaging, we are a business
first, that's what we do.
But as we manage within thosefour walls, we can't uh look
over or overlook the fact ofleading.
Leading is everything outside ofthat four walls, painting the
picture of where we're going.
And when the team gets to achallenge that's so great that
(29:13):
they don't know what the nextstep could be, that leader
paints that picture that pictureso vividly, but leaves room for
everyone on their team to stillapply brushstrokes as well.
Now, if managing and leading isthe mastery of large groups,
coaching is the mastery ofone-on-ones.
So I wanted the second book tobe the focus of every team needs
(29:37):
coaching, and that's every team.
It doesn't matter if it's a teamof executives or a team of
street sweepers, every teamneeds coaching, and it walks
through uh different ways tobuild a coaching framework, a
coaching culture within yourbusiness.
This doesn't have to be justrestaurants.
(29:58):
I also wanted to.
And and I asked professionalsthat are the heart of coaching
to help give me quotes to putinto this book.
And you are one of those greatpeople that I tapped and I thank
you for giving me a quote to putinside this book to help teams
(30:19):
and help leaders view coachingdifferently.
It's not just something that isreserved for the top 1% of
teams.
Every person, every leader needscoaching.
Our kids get coaching.
They can get coached in karate,in AAU basketball, in popcorn or
football, in soccer leagues.
(30:41):
They can get coached all throughhigh school playing both out of
school and in school.
And then if they're just thatgood, they get coached in
college when where there is nomore uh out of school leagues
because college is getting thevery few ready for professional
sports.
And then even thoseprofessionals that's been
getting coached since the age ofseven getting paid tens of
(31:05):
millions of dollars to do whatthey do, and they've been doing
the exact same thing fordecades, they still have a man
or woman screaming at them onthe sideline, what to do next.
And yet, still at work, we thinkcoaching is something that is
(31:25):
only reserved for our kids orfor the elite.
It's not we all need coaching inorder to get that outside of the
bottle view of what's going on.
SPEAKER_00 (31:36):
I love that.
Thank you for the sportsanalogy.
I think somebody challenged me acouple weeks ago on LinkedIn and
said, can you imagine if sportsteams only hired coaches when
they had losing seasons?
And I and I thought that'sabsolutely ridiculous, right?
It's absolutely ridiculous.
But I do talk to a lot ofrestaurant owners that think
(31:58):
that they only need coachingwhen something is going wrong in
their business.
And imagine what the industrywould look like.
And I'm on a mission to makesure, and I know you're working
on it too, every restaurant hasa coach in it.
And hopefully that's the owneror the person that's that's
leading the team.
Uh, and so that person can teacheveryone else how to be a coach.
(32:19):
But if every restaurant groupthat was really successful
invested in coaching, it woulddo nothing more than just
strengthen the entire industry.
And the thought of that is whatgets me out of bed every
morning.
It's very exciting.
SPEAKER_02 (32:37):
I love that.
SPEAKER_00 (32:38):
Well, um, thank you, Jason, for coming on the show
again and sharing yourincredible wisdom.
It's always a always a joytalking to you.
Um if anybody's listening, well,I know they're listening, but
for those of you that arelistening to the show, uh come
catch Jason at the Bar andRestaurant Expo in Denver
October 26th, 27th, 28th.
(32:58):
He's gonna be uh in town withus, which will be super
exciting.
And you can grab, I don't know,are you gonna be selling books
there or how can people beselling books via QR code?
SPEAKER_02 (33:09):
My back's getting weaker as I age.
SPEAKER_00 (33:19):
I love it.
I love it.
And where, if the people aren'table to attend the conference,
where else can they get thebook?
SPEAKER_02 (33:25):
Absolutely on Amazon, on Amazon.
You can search for every leaderneeds followers or every team
needs coaching.
Of course, you can also go to mywebsite, jasonebrooks.com.
That's jasonebrooks.com.
You can learn more about myspeaking, about my workshops,
even about my program I do withnonprofits and for restaurant
(33:51):
associations called CoachUp.
And it's designed to help thehospitality future leaders think
about coaching going into theirfirst roles, not just as they
are already well down the road.
SPEAKER_00 (34:05):
I love it.
Awesome.
Jason, thank you so much.
I know we'll have you back onthe show.
I have a feeling we'll probablysee another book or two from you
down the road as you're workingthrough those four bullet
points.
Thanks for sharing that mantrawith us.
Uh, we'll put all the links inthe show notes for all of you to
go tap into Jason's network andbecome part of his community and
(34:25):
his ecosystem.
So thank you so much, everybody.
That's going to do it for thisweek.
And please share this episodewith any leaders that you know
in the restaurant business thatcould benefit.
And we'll talk to you soon.
Are you a problem solver for your team, or are you
a coach for your team?
Today we're going to answer thatquestion on the podcast.
I'm joined by Jason E.
Brooks, speaker, two-timeauthor, creator of Coach Up, and
host of the Leadership TablePodcast.
Jason has been in thehospitality space for many, many
(00:30):
years.
And today we talk about threekey coaching skills that will
help every leader in therestaurant business be
successful.
Listening, asking powerfulquestions, and giving feedback.
Jason also offers up anincredible new resource for all
of you at the end of thisepisode.
(00:51):
So stay tuned and join us forthe full length of the episode
today.
I love these tools because youcan start using them immediately
during your next service.
Hope you enjoy.
(01:30):
If you are an independentrestaurant owner managing
multiple locations, you know thechaos that comes with growth.
Inconsistent execution acrossyour restaurants.
Managers who won't takeownership.
Constantly answering questionsyour team should already know
the answers to.
You're stuck in your currentrole when you want to be playing
(01:51):
a bigger strategic role as youscale.
You don't have the right leadersin place or you keep losing
them.
And you're not sure how to findgreat people and actually keep
them around.
We work with passionateindependent restaurant owners
who found success with theirfirst few locations and are
ready to scale strategically.
(02:12):
Our clients aren't looking tojust survive expansion.
They want to thrive through it.
They're committed to developingstrong leaders and creating
exceptional guest experiences.
Through the independentrestaurant framework that we
teach in multi-unit mastery, wecoach independent restaurant
groups to move from chaos toconfidence by focusing on three
(02:32):
pillars people, process, andprofit.
You can grab a gifted copy ofthe book at irfbook.com.
On this show, we bring you realcoaching conversations,
leadership strategies, and theframeworks that you need to lead
like a CEO instead of operatinglike a worn-out manager.
And here's the thing (02:53):
coaching has changed our clients'
businesses and can change yourstoo.
If you've never experienced whatit's like to have someone in
your corner who actually getsthe restaurant world, we'd love
to connect.
We offer one-on-one and groupcoaching.
Head to kristenmarvin.com slashcontact for a complimentary
(03:14):
coaching session and let's talkabout what's possible for your
restaurant group.
Jason, welcome back.
So happy to have you for thesecond time.
You and I have been able to stayconnected on our journey
together, growing our businessesand publishing books and all the
things.
So we're going to talk aboutyour second book today.
(03:34):
Congratulations on that.
But you you popped up in myinbox this morning and offered
something that I didn't know Ineeded.
And that's always a welcomeinvitation.
So I've I've I have one of thosedays that I um kick constantly
kick myself forward and whereI've overscheduled myself a
(03:55):
little bit.
And I know better than that.
And I know I'm more productivewhen I slow down and I give
myself some time.
And you wrote a newsletter aboutcoaching and taking time to slow
down and not jump in and providethe answer, but to ask some
(04:17):
questions.
Will you give us a little bit ofcontext around that newsletter?
SPEAKER_02 (04:22):
It's very true.
Uh first, thank you for havingme on the show, Kristen.
It's always great whenever weget to interact in person, on
stage, or even across thenetwork.
But um the coaching drop.
The the uh coaching drop is aweekly newsletter that I put
(04:44):
out, and uh I try to keep itshort and sweet.
There's three versions to it.
You have the uh free version andthen two more tiers.
The other two tiers gains youaccess to some customized uh w
one-on-ones and some groupcoaching as well.
Um, but in the free tier, thereis always a coaching tip of the
(05:11):
week.
That's how every singlenewsletter starts off.
This week's coaching tip is uhuh pause and wait to give the
answer and and uh more so ask aquestion first.
The reason why is that we withinthe hospitality industry, we are
(05:32):
taught like Will Gadera and thebear says every second counts.
So we're doing our damnedest toshorten time, fall time, get to
the end result.
But what we do whenever we dothat is that we actually rob our
people of development here androb them of being able to uh
(05:57):
learn how to pivot on their feetand understand the bigger
picture of what's going on.
It's a very true fact that welearn more and we learn better
whenever we can speak back whatwe're thinking.
But if we as the teacher, we asthe coach, we as the manager is
(06:20):
the one doing all of thespeaking, our team is doing none
of the learning.
It's kind of like reading a bookand then you catch some of it.
But when you tell back thatbook, when you paint in words
what you're seeing, you thenbegin to piece together pieces
of that book differently thanwhat your mind comprehended
(06:43):
because your voice added to thatnext layer.
So the actual newsletter goesinto uh pause, don't give the
answer first, ask a question.
And it's giving the opportunityto the person that you're
coaching to be able to get adeeper understanding into what's
going on versus just getting avery short answer.
SPEAKER_00 (07:05):
Yeah, and what are two of those questions that you
include in the newsletter thatare important to ask?
SPEAKER_02 (07:11):
Ah, one of them is um, and please forgive me for
misquoting it, but what one ofthem is um what do you picture
is going on right now?
Um, and and then the uh secondis what they expect the outcome
(07:32):
to be.
And that paints two very clearthings.
They get to see what's inreality is currently happening,
and then what should the outcomebe.
Their mind automatically startsmapping that step, that just
journey from where it currentlyis to where it needs to be.
(07:54):
But the more we just give ananswer, again, it cuts short
that journey.
SPEAKER_00 (08:00):
Yeah, absolutely.
Um, it's such a powerful way todevelop their strategic thinking
skills.
Like you said, in an aid indevelopment, um, I talk to a lot
of restaurant owners that havethe common complaint that my
team texts me constantly.
I can't, my team won't leave mealone.
It's hard for me to do my jobbecause I've got all these
(08:22):
distractions coming at me.
And so I love diving in withthem and saying, give me an
example.
What this person reached out toyou about, oh, the dishwasher
had a leak.
Okay, what was your response tothat?
And and in that moment, we canidentify are you training them
that you're the problem solver,or are you training them to
think on their feet and maketheir own decisions?
(08:43):
And and that usually thosemoments are really, really
powerful moments of insight.
Um, but it takes a long time tolearn that behavior.
And and I'm curious, when whendid you first learn that skill?
Was it in your career,post-career as an operator?
SPEAKER_02 (09:00):
I I'd say it was in my career, and it was when I
shifted into a true director ofoperations and being over um
three very distinct markets.
And one was the uh RaleighDurham market, the other one was
(09:21):
the DC market and the Atlantamarket.
Three very distinct markets.
And what I found was every timethat I would walk in, I would
get verbal throw-up all in myface.
And they would dispute abouteverything that was going on.
(09:45):
Uh yes, of course, I was umhaving meetings and and uh and
being in communication with myGMs and my managing partners,
but I wasn't actually buildingtrust.
And I find that half the timethat we get those what I like to
(10:07):
call stupid 2 a.m.
phone calls.
That phone call, like Jason, weare out of toilet paper.
And it's like, what?
Call me at 2 a.m.
tell me that you're out oftoilet paper.
Um, most of the time that theydon't make a decision is because
they think we don't trust themwell enough or know them well
(10:31):
enough for them to make adecision without being judged.
They they feel we don't knowthem well enough for them to
make a decision without beingjudged.
SPEAKER_00 (10:43):
Yeah.
Here's the thing 80% ofrestaurants fail because they
don't have the systems, notbecause they have bad food or
service.
If you're ready to stop beingthe bottleneck in your own
business and start buildingsomething that can actually
scale profitably, I want you toput multi-unit mastery, my new
(11:04):
book, directly in your hands forfree.
Go to irfbook.com right now andgrab your copy.
When you do, you're going to getaccess to some additional tools
that are not available anywhereelse.
This is about building a legacy,not just another location.
Stop putting it off and go getyour book.
(11:27):
Again, that's irfbook.com.
unknown (11:32):
Yeah.
SPEAKER_02 (11:33):
So I found that what I needed to do was actually
create time and create space toget to know them individually.
Yes, I had lots of ways to dumpinformation on them.
I had a group text, a groupemail, a group everything.
I was forwarding the emails frommy VP of ops to them so they
(11:57):
knew what was coming down thepipeline.
I was dumping all kinds ofinformation onto them.
But I wasn't making any time toget to know them individually
for them to dump on me.
So every time I walked into amarket or into a building, it
was all over.
(12:18):
Once I started creating thatindividual space to start asking
questions versus dumping info, Ifound that they were actually
now when I walked into marketsand into buildings, they were
actually just taking time toshow me a round because they
always knew that every Wednesdayat three o'clock for 45 minutes
(12:42):
or 30 minutes, they were goingto have my undivided attention
for them to tell me exactly whatwas going on in their world and
to help build that trust.
SPEAKER_00 (12:55):
I love it.
There's such an importantdistinction here that's coming
up for me about being theproblem solver and being the
coach.
When you're in day-to-dayservice and your role is
constantly the problem solver,there's a lot of chaos that's
just continuing to happen aroundyou.
Like you said, you're trainingyour team that all they need to
do is just quickly come to you,get the answer to a problem, and
(13:16):
then go find another problem andjust rinse and repeat, rinse and
repeat, rinse and repeat.
The distinction here is thatwhen you start to coach and you
start to ask those questions,you force everything to slow
down and to be more intentional.
And that really calms a lot ofthe chaos in the day-to-day
operations and helps everyone bea lot more thoughtful about what
(13:38):
they're going to do next andwhy, right?
Which is such a powerful tool.
I love that you, you know,asking the question is such an
important first step, but thenyou also lean into another
coaching skill that I just thinkis magical, maybe one of the
most important is listening,right?
You ask the question and thenyou shut up and you just wait
(14:01):
and you create that space andyou listen.
Right.
And and and allowing youremployee, again, like you were
saying, to just speak out loudwhat the solution is will help
them understand the way thatthey are thinking about the
problem and the solution.
And sometimes, even in thatmoment, they can just catch
themselves and go, oh no, thatdoesn't make sense.
(14:21):
We're gonna let's try it likethis.
How did you learn that skill oflistening?
SPEAKER_02 (14:27):
Well, I think it actually came easier for me than
most people.
And the reason why I say that isthat what most people don't know
is that I've had a stutteringchallenge since I was a wee tot,
since I first started speaking.
So much of a challenge that evenin grade school, second grade,
(14:50):
third grade, fifth grade, sixthgrade, I was pulled out of class
to learn how to do properbreathing techniques in order to
learn how to finish a sentence,one sentence, without
stuttering.
Of course, I was called all thenames, all that good stuff.
And so for me, listening becamea bit more natural because of a
(15:14):
fear of speaking.
And I know most people that knowme decently were like, well,
Jason, you speak on stage tothousands of strangers almost
every day.
You do workshops for largegroups, for executives, for
professionals in and outside ofthe hospitality industry.
(15:34):
How is it that you have astuttering problem?
And it goes back to how Ithought through what my
challenge was and began to useit as a strength.
I dug a bit deeper into thingslike that.
We won't go through all of thaton this podcast here, but but
that's where my naturallistening abilities began to
(15:58):
strengthen.
Now, uh we don't just use thelistening ability just for
coaching, but I've also found itvery um very uh um very uh
useful in doing field visits.
Now my background, I came fromwashing dishes age of 15, and I
(16:21):
chose to wash dishes.
Why?
Because I wanted to take thatlittle wand in the dish pit,
have my back turned to toeveryone, and just knock out
pans and not have to speak.
But of course, what I didn'tknow was as I got better at
dishes, I had to train others ondishes.
And then when someone called outon pantry, Jason, can you work
pantry?
(16:41):
Okay, well, now that you'reworking pantry, can you work
grill?
Can you run a ship?
Can you train someone?
I eventually still had to learnhow to speak to people and use
the least amount of words tomake the most impact.
So I even going through myrestaurant background, I got
into multi-unit management,which had me doing field visits.
(17:05):
The listening aspect is also keyin doing great field visits.
Uh most field visits suck,meaning I know you've been
either the one on the end, theGM of that field visit, or that
district manager that comes inand likes to poop and swap, just
drop a big hot pile of shit andleave right back on out, fly
(17:29):
right back on out, and leave alist of 99 things that a near
perfect general manager has todo just to make the point that
they were perfect.
So one of the things that Iunderstood and learned in the
beginning, in the beginning, asI got better at doing field
visits, was how to listen first.
(17:52):
Because that that first 90seconds that you're walking into
their house, you're you'rewalking into their family.
What you say and ask and do,like, okay, let's talk about
your numbers.
You know it feels like an odd.
Let's talk about food costs,feels like an odd.
Let's talk about guest complex.
(18:12):
From from there, it's alldownhill.
But when you can start askingquestions and asking questions
like how is your week and thenactually listening and taking
notes, you'll you will find thatyou de-escalate and let their
guard down for them to open uplater within that visit for them
(18:33):
to actually take feedback versusfight and resist it.
So listening works not only withcoaching, but in our world also
with field visits.
SPEAKER_00 (18:43):
Yeah, absolutely.
I mean, that's one of the thingsI learned from taking coaching
courses was that in all theskills that I learned in
coaching could be applied to anysingle aspect of my life,
whether it's working withtraining my dogs, walking the
dogs, spending time with thedogs, marriage, uh, friendships,
you know, business work, how Idesigned my coaching business,
all the things.
(19:04):
Um, I think I'm I'm laughing onthe inside because, you know,
when I was a regional manager, Ididn't know what I was doing in
the beginning.
And, you know, when I when Ibecame a regional, it was a
brand new position for thecompany that I'd worked with.
And so we were all kind oftrying to figure it out on our
own.
And I I know there's probablysome people listening that used
(19:26):
to work with me.
And I would just like to take amoment to apologize for the poop
and and swoop that I probablydid it to you when I was trying
to figure out um how to managemy schedule overseeing six
restaurants.
And I know there were times Iran in really quickly and I had
something else on my mind, and Iran in and did a couple things
(19:47):
and ran out.
And I think, you know, as ifthere's any regionals or
director of operations listeningto this, having intention around
what your shop visits actuallylook like, what you're doing
there, how long you're there,it's so, so important.
And I didn't learn that untilabout three years in to the role
(20:11):
when somebody actually asked,like, what are you actually
doing when you're in there?
What are you looking at?
Who are you talking to?
What are you spending time on?
Because in a lot of ways, I wasstill a super GM.
I would, if I saw a bottleneck,I'd jump in and help out, right?
Rather than asking questionsabout what why is this happening
right now?
What's going on?
You know, I know a lot of timesI what, you know, a lot of my
(20:32):
favorite times in in therestaurant business as a
regional and as a GM was wasyeah, sitting down one-on-one
with people and listening, likeyou said, asking a lot of
questions, but just creatingthat distraction-free space for
us to take a second, take acouple deep breaths, and get
really intentional.
And I love sitting in an opsmeetings and just watching the
(20:55):
teams interact and understandwhat they were talking about.
And same thing, butting in andasking some questions, which
they probably thought at thetime was kind of annoying, but
but I loved offering thosemoments of, you know, have we
thought about this?
Have we talked about this?
And and just hearing from them.
Yes, they have or no, theyhaven't, and really
understanding how to help themagain build their confidence.
(21:16):
And it helped me, you know,understand if I could trust
their judgment or not, which wassuper important in the role.
Um, yeah.
SPEAKER_02 (21:25):
I would say that uh one of the key pieces that you
that you spoke to there is thatthat super GM mentality and how
whenever most managers uh get totheir first multi-unit role, um,
they leave behind everythingthat made them successful.
(21:46):
And that is when they weresuccessful as a single unit
operator, they had checklistseverywhere, clipboards and
checklists everywhere.
They had mini GMs everywhere, aGM that owned the walk-in
cooler, a GM that was in chargeof the walk-in freezer, a GM
(22:07):
that was in charge of the expoline, a GM in charge of the
dining room, even one in chargeof that messy ass closet that
everyone put stuff in in thefront that knew it didn't go
there.
They had many GMs, they hadchecklists, they had all their
systems in place, and they weredoing it so well it was running
for lack of better terms,without them having to
(22:29):
micromanage it.
But the moment that they shiftedinto multi-unit, they became a
very different super GM andtrying to jump in on everything
and almost leaving every singletool belt, every single thing
that they learn as that greatGM.
Let's think about the restaurantowners same thing as they run
(22:50):
one location and and they getreally good at the operations of
that one location, yeah, andthen they shift to two and three
and five.
Yeah, next thing you know,they're walking in, they're on
the phone, putting out a fire ata location that's all the way
across town while walking intoanother location, putting the
(23:14):
phone down, helping to knockdown the line at the front door,
jump on expo, get the ticketsout, get the truck order in, fix
something on payroll, give somehigh fives, jump back on their
cell phone, driving to the nextfire thinking that they did
something, and very little, ifnot nothing, changed during that
visit that they were just at.
(23:36):
Yeah, that's one of the keyfundamentals of actually
listening, planning, andunderstanding how to coach
whenever we are walking in thebuilding, even for multi-unit
locations as well.
SPEAKER_00 (23:48):
Yeah, I love it.
Uh what is another one of yourfavorite coaching skills?
SPEAKER_02 (23:55):
Another one of my favorite coaching skills is
giving feedback.
Giving feedback.
I I love one that is my go-to,and I actually learned this from
Manager Tools.
Um and Manager Tools is apodcast that I actually picked
(24:16):
up on when I was a uh trainingmanager for O Charlie's.
And my training GM was uh Mark,and Mark was, I swear, he I
always say this, he was themayor of what he did.
But manager tools taught me umhow to apply manager techniques
(24:39):
even in the uh fast-paced worldof the restaurant industry.
One of those things was how togive feedback.
Think about our kitchens.
Our kitchens are one, very loud,right?
It's a lot of fast-paced bodies.
We have hoods going, we haveflames, we have fryers cutting
(25:01):
on and off, things gettingfried, orders being called, and
it's so loud and so excitinginside of that moment.
Giving feedback gets lost.
We think we say something, andwhat's being heard, and all of
that noise is only but a fewwords, most of those negative.
(25:24):
And what we're trying to getacross in that moment is what
the person, the person who isreceiving it, that's not what
they're hearing, that's not whatthey comprehend it.
So, one of my favorite coachingtools is how to give feedback.
And one technique that I alwaysuse is one question Can I give
you some feedback?
(25:46):
Because when I walk up tosomeone and I say, Hey, you're
burning that sauce, make sureyou turn down that flame, or
else the butter is gonna break,and then we're gonna have to
redo it.
All they heard was Jason said Isuck with my sauces.
SPEAKER_01 (26:02):
Yeah, okay.
SPEAKER_02 (26:03):
Yeah, but whenever you give their brain the moment
to accept feedback with onequestion of can I give you some
feedback?
It is almost mechanical.
I love it.
That they just pause and thenthey listen and they listen to
everything that you say.
And you'll even find yourselfsaying it a bit differently
(26:26):
because you can feel theattention on you.
So that one question, can I giveyou some feedback is one of my
other very favorite coachingtools.
SPEAKER_00 (26:35):
I love that one.
It feels very um, very direct,very harsh, very uh, what's the
word I'm looking for?
You're just choosing to insert.
You're there's no likethoughtfulness or intention
around.
The other one is simply aninvitation.
Are you are you ready for thisright now?
And maybe that person says no,right?
(26:56):
Right?
Like, can I say maybe they sayno?
I don't know.
I think that's a beautiful thingto design with employees,
though, when you are talkingabout you know, through the
interview process, you'retalking about, hey, we have a
culture of feedback.
We we love, you know, we doperformance reviews, we do
one-on-ones.
Have you ever been a part of arestaurant that's done that
(27:17):
before?
Because if you know, if you havenot been in a culture of
one-on-ones and then all of asudden you are asked to do a
one-on-one, your first thoughtis, oh shit, I'm in trouble.
What did I do?
What did I do?
Right.
Yeah.
But if you can infuse that inyour culture from the very
beginning, then it's a much morewelcome, open, honest
conversation about we're alwayslooking for ways to get better.
(27:39):
I love that.
That's great.
Okay.
Tell us about this amazing newbook that you have.
SPEAKER_02 (27:46):
Every team needs coaching.
Um, every team needs coaching ispart two of my every leader
series.
First book, as you know, EveryLeader Needs Followers, that was
um released back in March of2024 while I was on stage at the
Bar and Restaurant Expo.
(28:07):
And uh it was 10 keys to helptransform restaurant uh
restaurant managers tohospitality leaders.
And it was a great that firstbook was a great deep dive in
just 10 keys, 10 keys that helpsyou shift from managing to
(28:28):
actually leading.
But there was a piece that wasincluded in the book, but wasn't
the total focus, and that's thecoaching aspect and my mantra
the thing that I live andbreathe by that I will fall on
the sword with is manage, lead,coach, repeat.
And that is the understandingthat we do have to manage.
(28:51):
There's nothing wrong withmanaging, we are a business
first, that's what we do.
But as we manage within thosefour walls, we can't uh look
over or overlook the fact ofleading.
Leading is everything outside ofthat four walls, painting the
picture of where we're going.
And when the team gets to achallenge that's so great that
(29:13):
they don't know what the nextstep could be, that leader
paints that picture that pictureso vividly, but leaves room for
everyone on their team to stillapply brushstrokes as well.
Now, if managing and leading isthe mastery of large groups,
coaching is the mastery ofone-on-ones.
So I wanted the second book tobe the focus of every team needs
(29:37):
coaching, and that's every team.
It doesn't matter if it's a teamof executives or a team of
street sweepers, every teamneeds coaching, and it walks
through uh different ways tobuild a coaching framework, a
coaching culture within yourbusiness.
This doesn't have to be justrestaurants.
(29:58):
I also wanted to.
And and I asked professionalsthat are the heart of coaching
to help give me quotes to putinto this book.
And you are one of those greatpeople that I tapped and I thank
you for giving me a quote to putinside this book to help teams
(30:19):
and help leaders view coachingdifferently.
It's not just something that isreserved for the top 1% of
teams.
Every person, every leader needscoaching.
Our kids get coaching.
They can get coached in karate,in AAU basketball, in popcorn or
football, in soccer leagues.
(30:41):
They can get coached all throughhigh school playing both out of
school and in school.
And then if they're just thatgood, they get coached in
college when where there is nomore uh out of school leagues
because college is getting thevery few ready for professional
sports.
And then even thoseprofessionals that's been
getting coached since the age ofseven getting paid tens of
(31:05):
millions of dollars to do whatthey do, and they've been doing
the exact same thing fordecades, they still have a man
or woman screaming at them onthe sideline, what to do next.
And yet, still at work, we thinkcoaching is something that is
(31:25):
only reserved for our kids orfor the elite.
It's not we all need coaching inorder to get that outside of the
bottle view of what's going on.
SPEAKER_00 (31:36):
I love that.
Thank you for the sportsanalogy.
I think somebody challenged me acouple weeks ago on LinkedIn and
said, can you imagine if sportsteams only hired coaches when
they had losing seasons?
And I and I thought that'sabsolutely ridiculous, right?
It's absolutely ridiculous.
But I do talk to a lot ofrestaurant owners that think
(31:58):
that they only need coachingwhen something is going wrong in
their business.
And imagine what the industrywould look like.
And I'm on a mission to makesure, and I know you're working
on it too, every restaurant hasa coach in it.
And hopefully that's the owneror the person that's that's
leading the team.
Uh, and so that person can teacheveryone else how to be a coach.
(32:19):
But if every restaurant groupthat was really successful
invested in coaching, it woulddo nothing more than just
strengthen the entire industry.
And the thought of that is whatgets me out of bed every
morning.
It's very exciting.
SPEAKER_02 (32:37):
I love that.
SPEAKER_00 (32:38):
Well, um, thank you, Jason, for coming on the show
again and sharing yourincredible wisdom.
It's always a always a joytalking to you.
Um if anybody's listening, well,I know they're listening, but
for those of you that arelistening to the show, uh come
catch Jason at the Bar andRestaurant Expo in Denver
October 26th, 27th, 28th.
(32:58):
He's gonna be uh in town withus, which will be super
exciting.
And you can grab, I don't know,are you gonna be selling books
there or how can people beselling books via QR code?
SPEAKER_02 (33:09):
My back's getting weaker as I age.
SPEAKER_00 (33:19):
I love it.
I love it.
And where, if the people aren'table to attend the conference,
where else can they get thebook?
SPEAKER_02 (33:25):
Absolutely on Amazon, on Amazon.
You can search for every leaderneeds followers or every team
needs coaching.
Of course, you can also go to mywebsite, jasonebrooks.com.
That's jasonebrooks.com.
You can learn more about myspeaking, about my workshops,
even about my program I do withnonprofits and for restaurant
(33:51):
associations called CoachUp.
And it's designed to help thehospitality future leaders think
about coaching going into theirfirst roles, not just as they
are already well down the road.
SPEAKER_00 (34:05):
I love it.
Awesome.
Jason, thank you so much.
I know we'll have you back onthe show.
I have a feeling we'll probablysee another book or two from you
down the road as you're workingthrough those four bullet
points.
Thanks for sharing that mantrawith us.
Uh, we'll put all the links inthe show notes for all of you to
go tap into Jason's network andbecome part of his community and
(34:25):
his ecosystem.
So thank you so much, everybody.
That's going to do it for thisweek.
And please share this episodewith any leaders that you know
in the restaurant business thatcould benefit.
And we'll talk to you soon.
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