For those who don't know, "Bar Rescue" is a program where bar industry expert Jon Taffer visits a troubled bar and over five days "rescues" the place. Most of the issues that the bars face are similar to issues that many newsrooms face (and I'll dare say, most workplaces in general face.)
- Don't ignore the customer. Every episode of "Bar Rescue" starts with covert surveillance from Jon's SUV in the bar parking lot, where Taffer and his experts observe the bar through hidden cameras. Inevitably, the customer service is poor, the drinks are mixed badly, and the food is not properly prepared. No mater the medium, journalism needs to be presented in the form that the consumer wants. More and more, consumers want a form depending on their needs at that time: on the go, they want a Twitter update on that breaking story; when they're back home, they'll take out the tablet for the long-read on that topic, and maybe turn on the television to catch a better look at that compelling video.
- Fix the signs. The evaluation of the bar starts with the parking lot, and issues like lighting, signage, and ambiance. People will not see the inside of a bar that is not appealing from the outside. The lessons for journalism are obvious: television needs appealing people, on bright and well-designed sets. Newspapers and websites need eye-catching design.
- Serve the customers, not for yourself. On "Bar Rescue," I saw a disturbing number of owners or managers who would consumer alcohol to the point of intoxication, or give away drinks, or hit on customers. All are examples of putting yourself ahead of the customer experience (and, ahead of the business.) In television journalism, this sort of behavior happens in idle banter, especially in the form of "station insider" or "industry insider" jokes that the viewers don't get.
- Fun is not your priority. Is a strong cousin. When an owner, manager, or employee is focused on having fun, they cannot focus on their duties, to the detriment of the rest of the operation.
- Meet the new boss. After scoping the place out, Taffer reveals himself to the owner and the employees, and notifies them that "things will be changing" because he is, in effect, the new boss for the next five days. Before he even knows what all of the problems are, Taffer tells everyone that expectations will be raised, and those who cannot keep up will be out of work. This may seem harsh, but it is part of a pathway to success: tell the employees what is expected of them, train them to reach those expectations, measure their work to see if they meed those expectations, and then hold them accountable if they don't measure up.
- Check the taps, check the traps. Before he can figure out what to fix, Taffer has to figure out what's broken. He tours the entire establishment, paying close attention to the two money centers: the bar and the kitchen. Taffer's inspection starts with cleanliness, which always comes up short. There's always filth in the beer taps, and years of caked on grease in the grease traps.
- Fix the managers. Employee training starts with making sure the managers know it is their fault the employees are not measuring up. Managing starts with setting expectations. Many of the owners or managers have lost their passion, often due to a personal tragedy. Taffer helps them work through it. Lesson: manager, manage yourself first.
- Start with a clean glass. You'd be amazed at the number of bars using dirty glasses. You'd also be amazed at the filthy condition of most newsrooms. I worked at a place where the owner forbade eating at your desk, to the the point of threatening and actually firing people for it. Many people thought it was goofy, most (even the senior management) broke the rule, but I thought it was a good rule. No one likes working in filth, so don't let it get filthy in the first place if you can avoid it.
- You can't mix drinks until you can pour. Employee training on "Bar Rescue" usually starts with teaching bartenders how to pour properly. It is so basic, and so often ignored. All the fancy "Snowfall"-style multi-media on your website or live-shot-o-rama in your holographic projector filled "Disaster Monitor Room" broadcast center don't make a lick of difference if you don't verify your quotes, ask good questions, and spell everything correctly.
- Small mistakes add up to big dollars. At some point, Taffer will put out the BevIntel report. By weighing all the bottles in the bar, then weighing them after last call, and comparing to the receipts, Taffer can figure out just how many drinks the bartenders are giving away, either through straight free drinks or "over-pouring." The figures are staggering: thousands of dollars in a night. Journalists think of it this way: breaking the basic rules of journalism costs money. If journalists mess up their "pours," you can make mistakes, which damage your credibility, and can lead to lawsuits.
- Don't forget the kitchen. A few of the bars did not have a kitchen, or did not pay it much mind. Taffer says it is a crucial revenue center. People who eat will order more drinks, stay longer, pay more money. The lesson for journalism: look for secondary revenue streams.
- Have unique drinks and dishes. Taffer's experts devise new drinks and dishes for the bars, usually tied to the bar's theme or brand. The lesson for journalism is to know the brand and execute. An investigative station probably shouldn't spend too much (any) time on Miley Cyrus twerking at the VMAs, no matter how many eyeballs that may attract short-term. A community newspaper should focus on what the local members of congress are doing, but probably not spend a lot of time on every political machination going on in Washington, DC.
- Focus on the profit. Smart bars don't spend a lot of time making drinks and dishes with small profit margins. They maybe even cut them from the menu. I saw one episode about a bar with a drag show. When the drag show started, drink sales stopped. So, the drag show had to change.
- You find out a lot during the stress test. Taffer puts each bar through a "stress test," pulling in a bigger-than-usual crowd to put the pressure on everyone. And they usually can't handle the stress. Drinks are made poorly. Food gets to customers slowly. This really highlights the weak points, which are really opportunities for improvement. While most journalism outfits can not (would not) create a "stress test" situation, they happen on their own when either one really big story breaks, or many significant stories break at the same time. After things start to calm, take the time to figure out where your "opportunities for improvement" are.
- Renovate. After the stress test, Tapper kicks everyone out for three days to redesign the bar, inside and out. Most journalism outfits are not going to do a top to bottom renovation all that often, but there are ongoing tweaks. Television stations will update the set or the graphics (or the anchors.) Newspapers might tweak the masthead, or try a few new layout techniques. Websites will have periodic redesigns. The lesson is not to be afraid of the change.
- Celebrate the change. There's a scene in every episode of "Bar Rescue" where Taffer reveals the brand new look to the bar, and the employees' reaction. Usually, they're excited. Sometimes, they are upset about the change. When a bar's history is truly important, it will either survive the change, or will at least be celebrated in the redesign. The employees that embrace the change are the ones who are shown succeeding when the renovated bar receives the first patrons. The lessons for journalists are obvious. Too much is changing in the industry for you to wish for the way things used to be, but we also cannot abandon it entirely.
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