My wife Kay and I own our own businesses, giving us flexibility in our work schedules. Last Friday, we went on a midday three-hour date. First, we exchanged (for the third time) Kay's not-working MP3 at Best Buy (but that's another story) and lastly we gathered some groceries at Trader Joe's. In between was the date part.


Eating lunch out is a great luxury for us, as time out of the office and the expense of eating out cut into our incomes. However, we didn't become our own bosses to get rich, although that would be nice. Anyway, next door to Best Buy is a Red Robin restaurant. We seldom eat burgers and fries and hadn't visited a Red Robin since 1983 when we lived in Seattle. However, unlike Kay, I love gourmet burgers but my cholesterol count spikes just thinking about them. So, eating lunch at a Red Robin was a real treat for me plus they have beer, another of my weaknesses. It was also a great surprise.
I often write about values-driven businesses, because I believe those companies that use their values to filter all business decisions through are both better at what they do and are more likely to put people first, before profits.
We entered the busy restaurant and were seated and waited on in less than five minutes by two wait persons (one in training). They were welcoming and energetic. We ordered beers and water, and then prepared to look at a menu. We never did. Because in the middle sat a marketing box: each side told a story. We began reading and learned that Red Robin is inviting kids between the ages of 6 and 12 to create Red Robin's next Gourmet Burger by entering their own unique recipe. The Grand Prize Winner receives a family vacation for four to Universal Orlando® Resort and the winning burger will be featured at all participating U.S. Red Robin® restaurants in 2009. The contest runs between July 1 and August 10.
Featured on the box was the most recent selection. An Au Brie burger A La Francais created by Joey, age 11. It features a ground sirloin burger sitting atop 2 ozs of au gratin potatoes, with 1 oz of brie cheese, fresh chopped rosemary, tomatoes marinated in vinegar and fresh lettuce. Oh, man! My cholesterol is rising just thinking about it. When our drinks arrived, we ordered Joey's creation (yes, even Kay, who seldom orders anything other than salad for lunch).
While sipping beer I like to people-watch. When doing so, my eyes landed on a large board behind the preparation area. It featured not advertising but Red Robin's four core values: "Honor, Integrity, Continually Seeking Knowledge and Having Fun." As one who believes core value are integral to creating great businesses and happy, loyal customers, this was a present surprise. However, core values are useless if not posted in every work area and not practiced. After reading the sign, I started looking around, observing whether or not these values were being practiced. What I saw were customers laughing, talking and thoroughly enjoying their food and their surroundings. Score a big 1 for Red Robin's values.
When I returned home, I checked out Red Robin's website. Let me share what they say about their values:
"These core values are the foundation for every Red Robin decision from creating its mouthwatering gourmet burgers to hiring energetic Team Members and even to deciding new restaurant locations. They also are the foundation for how the company treats its Team Members, Guests and communities. Red Robin's core values can be found embroidered on the sleeve of every Team Member's uniform, which serves as a constant reminder of what makes the company unique and special."
Here's the point of my story, which isn't really about Red Robin. Values, when carefully written, when focused on positive human behaviors (not making money), when trained on, when used as decision-making filters and when practiced lead to good hiring practices, lower employee turnover rates, happy and loyal customers, and excellent profits and revenues.
Do they solve all business challenges? No! Do they always guarantee the results I mention above? No. But without them, the foundation of a business has cracks. To create a solid foundation, we should create values, which center our business by forming a core business focus. When in trouble or difficult economic times, that foundation allows a business provides an anchor to steady us. Here's one example of what I mean:
Today, Starbucks is working to return to its core values in order to take a step back and begin working again toward greatness. Will they succeed? Who knows? But without a foundation that focuses their strategies and plans, Starbucks chances of solving their current problems would be much more difficult, if not impossible.