Nicole Lindenauer

UWP1 Bamert

The Secret of Serving

Can I get a run? I say as I see four, five, six plates piling up on the counter. I start

reading out the orders, passing them along frantically as I try to remember the other ten things I

must attend to. Table 33 needs water, table 35 needs check dropped, table 32 needs to be

greeted soon or they will start to get antsy. I start to feel overwhelmed as my mind is in a flurry,

making sure to remember everything. But I stay calm, and I put a smile on my face and walk like

everything is under control. After I finally feel caught up, I look over my section and see two

more tables have been filled, which indicated the beginning of a whole new cycle. This is how

Friday and Saturday nights usually play out at the restaurant I work at; constantly being in a

frenzy while keeping a poised look. It is not an easy task being a server at a busy restaurant, try

comparing it to having five children wanting mommys attention and asking for a million

different things at once. Its exhausting and it takes skill. I define a successful server as one who

makes it their number one goal is to give the guest the best experience in order to enhance their

tips as much as possible. To achieve this, a server must be well versed in social skills, have the

ability to work efficiently, and have an extensive understanding of the restaurant and menu.

Along with these qualities, the stability provided by the discourse community adds to the overall

success of the server. A discourse community, as defined by Erik Borg from Northumbria

University, is groups that have goals or purposes, and use communication to achieve these

goals (Borg, 1). This becomes important when talking about the success of a server working in

a restaurant because it creates a stable and predictable environment by giving both the guest and

the server an expectation of how to interact with each other.

 There can be multiple interactions with different servers that can either leave the guest

wanting to come back or vowing to never step foot in the establishment again. The way that

servers interact with us influences the overall experience of our meal, and therefore the tips we

are willing to leave. To be a successful server means that your guest will feel welcomed, well

taken care of, and above all, satisfied. If the guest feels that these needs have been met, then they

will be more apt to leaving a larger tip, which is the main goal of all servers. The quality of their

service is based off how well these needs are met and the average percentage of their tips made.

In a study conducted by Michael Lynn and Jeffrey Graves in 1996, they wanted to determine if

larger tips were positively correlated with customers service evaluations. The study found that

the consumers reported tipping larger amounts the more favorably they evaluated the service

they received (Lynn et al., 8). As a result, the server should be motivated to exceed in customer

service to then receive higher amounts of tips. One of the most important skills to deliver good

service is to be socially aware of the environment.

When a guest enters a restaurant, they hope to be welcomed by positive and inviting

energy. From the moment they sit down until they leave, that guest should be treated as royalty,

so to speak. The importance when first approaching a table is to read the situation, such as

recognizing body language or feeling out the mood, and then decide how that guest wants the

night to be played out. Some decisions that I would need to make are whether I should talk softer

and more relaxed, or be bubbly and energetic. Each guest has their own expectations on how the

night will go, so it is the servers job to figure out those expectations and meet them. This is all

part of being socially aware of the situation so that the necessary actions may be taken. I started

working at a burger joint recently and have experienced what its like to work in a restaurant.

Beforehand, I had no idea what servers dealt with on a night-to-night basis and that one of the
hardest things is dealing with irritated customers. Unfortunately, there will always be those guest

that seemingly try to make a servers job harder. However, a tactic that I have learned to deal

with these situation is to add excess charm to my normal routine. A successful server should be

able to turn the mood around through the manipulation of emotions. In Tony Mirabellis excerpt

called Learning to Serve, he states that to be a good waitress or waiter, it generally requires

being able to perform friendliness under any number of circumstances (Mirabelli, 157). A

server must be able to maintain the outward appearance of being friendly and calm no matter

how difficult the guest may be. This can become extremely difficult and will test the servers

ability to maintain their composure.

I conducted research to find out exactly what makes a server successful and what kind of

mindset differs between a successful and an unsuccessful server. I define a successful server as

one who gives the guest an enjoyable experience and makes at least a 20% tip per table. So, to

explore this idea, I interviewed two of my coworkers, whom we will call Employee 1 and

Employee 2. I asked them about the process of serving guests from start to finish, the experience

of working in a stressful environment, and their perception toward their job. It was quite

astonishing to see the differences in their answers because it gave me a better understanding to

what makes a good server. Employee 1 views the job as a way to get money and doesnt enjoy

the actual work. In fact, this person stated that they quite often get irritated with the guests and

are not particularly close with any coworkers there. On the other hand, Employee 2 was very

enthusiastic when talking about the job and thoroughly enjoys interactions with people. This

employee feels connected with the other workers there and has rarely gotten frustrated with a

guest. Just from these two perspectives, it became clear which mindset allowed for greater

success as a server.
 Although having a positive mindset is important, having the skill and technique to

perform adequately is just as vital. To determine how these two employees interacted with their

guests, I asked them a series of questions related to how they interact with the guests throughout

the night. Not surprisingly, their answers were in line with what I assumed based on their

perceptions of the job; Employee 1 focused on the minimum requirements as a server and did not

expand on any further responsibilities. However, Employee 2 fulfilled these requirements, but

went beyond what is expected by providing a more individualized experience for the guests, such

as recommending beers to compliment the food. This employee would make sure the guests

received exactly what they were looking for to ensure satisfaction. Based on these answers, it is

not surprising that Employee 1 has run into more trouble with management and guests, which

resulted in not getting scheduled during rush hours. Therefore, in respect to the previously

mentioned criteria, Employee 1 is not as successful as Employee 2 as a server.

Not only are social skills important to be a successful server, but also being able to work

efficiently can determine ones ability to perform well. Working at a popular diner means that

there are many tasks that must be taken care of simultaneously. Between serving the guests,

busing, running food, answering the phone, and meeting all the guests needs, the server can

easily find themselves overwhelmed. The skill to be able to manage and prioritize these tasks

becomes essential while working in a restaurant. Mike Rose talks about this in his book The

Mind at Work. He states that the quicker the turnover, the more revenue for the owner- and the

greater the number of tips (Rose, 7). The server must be aware of the time spent at each table,

how quickly they should start busing the table, and knowing when it is appropriate to drop off

the check. Not only is working quickly and efficiently important for the experience of the guest,

but also it creates a smooth working environment for the staff. Rose believes that servers are
driven by several goals, one being to maximize efficiency and minimize effort, and to manage

conflict (Rose, 16). If everyone is productively working together, then the restaurant will run

smoothly and efficiently. Issues can become prevalent when servers are not helping one another

or their efficiency is lacking. The two employees that I interviewed had very different learning

experiences, which could have resulted in the great difference of serving techniques. Employee 1

was trained by a coworker because the general manager was out of town at the time, which lead

to them often feeling confused and unsure of what to do next. On the other hand, Employee 2

was trained by the general manager. He gave this employee structure and spent countless hours

training this server under tight supervision. Employee 2 had the advantage in this case, which

resulted in a more efficient technique of how to prioritize tasks. For example, in the interview

this person described how she moves around the restaurant, tending to the most important tasks

first, such as greeting a table as soon as they get seating and dropping check to keep the tables

turning. Employee 1 had a different perspective on what should be prioritized, which was not as

efficient. It is now evident that during the busy hours at the diner, it becomes vital to understand

how to efficiently navigate the restaurant.

Being able to communicate with the guest and prioritizing tasks cannot be accomplished

without a common knowledge of the restaurant itself. The table sections must be memorized so

that the food can be taken to the correct table and the server must know which tables are in their

section. One must also understand the vocabulary used among the employees. If someone asks

for a run, or to drop check at table 32, or to go pre-bus the 60s, it is imperative that the server

understands those orders. Along with this specialized vocabulary, the servers must also know

how to use the computer, considering it is how the food and drink orders are processed. The

quicker and more familiar the server is with the system, the faster they can meet the guests
needs. Finally, and most importantly, the server must know the menu inside and out. The menu is

an important source of communication between the guests and the server and can impact how the

guest experiences their meal.

Each menu at a restaurant is different, in regard to the food and beverages offered, which

requires the servers to know the specific menu thoroughly. However, the server must be literate

in more than just the written word. Depending on the guest, the menu can convey different

information, which requires the servers interpretation. Mirabelli focuses on this issue, as he

states, the meanings of the language used in menus are socially and culturally embedded in the

context of the specific situation or restaurant (149). In other words, he means that one guest

may have a different perspective of spicy than another guest, so it is the servers job to convey

that information. This can come down to the knowledge of specific practices, such as

understanding food preparation, where it comes from, and what ingredients are involved. The

servers must have a well-rounded understanding of the written text, more than just a factual, or

literal interpretation of the words on the page, as Mirabelli would say (149). A well-rounded

server would not have to go back to the kitchen to check every answer; that is not a server one

would tip very high. Therfore, having a deep understanding of the product beyond what is on the

menu becomes very useful.

The menu also provides a common platform for the employees to work off. This is part of

their discourse community, a genre that they all must be literate in. Mirabelli states that the menu

has a regularity and predictability in the conventions used such as listing, categorizing, and

pricing (149). This familiarity allows the guest to assume the structure of the menu. They can

expect what they will see on the inside, which provides comfort and familiarity. It is then the

servers job to fill the guest in on what makes this menu different from the rest. Information such
as beer pairings and popular dishes are examples of ways in which a specific menu is different

from others. As the menu is a genre among the community, it provides a way in which

coworkers can support each other during busy hours to ensure the guests needs are being met.

The restaurant provides structure that the servers and guests can work off. Rose explains

how the physical layout guides movement and behavior, and the various conventions associated

with dining out are well known, to customer and waitress alike (6). This allows the interactions

between the server and the guest to flow more easily, as they both are familiar with the logistics

of a restaurant. For example a guest knows to raise their hand to get their servers attention, and

the server can recognize when a guest is ready to receive their check. These small details are part

of what makes up the discourse community within the restaurant. It involves everything between

the interactions of the customer and waitress, the way the restaurant is structured, how the menu

is presented, and how the servers communicate with each other. It is the discourse community

that supports the servers and provides a basis on how to address specific situations within the

restaurant.

As conveyed in this paper, serving is not an easy job. Although serving can be

emotionally and physically draining, there are many rewards that come along with it. There is

nothing like being slammed during rush hour, being called left and right, not having a chance to

look at the clock, then suddenly it slows down and you realize 2 hours had gone by. As Mike

Rose puts it, theres a sense of accomplishment just knowing thatIm handling it all

(Rose, 19). Theres also the interactions with the guests and the amazing people that I encounter.

Not all are memorable encounters, or even pleasant, but then there are those select few that leave

a lasting impression, and thats when I remember why I love what I do.
 References

Borg, Erik. "Discourse community." ELT journal 57.4: 398-400. (2003).

Lynn, M., & Graves, J. Tipping: An incentive/reward for service? (1996).

Retrieved from Cornell University, School of Hospitality Administration site:

http://scholarship.sha.cornell.edu/articles/150

Mirabelli, Tony. Learning to Serve: The Language and Literacy of Food Service Workers

Peter Lang Inc., International Academic Publishers. (2004).

Rose, Mike. The mind at work: Valuing the intelligence of the American worker. Penguin.

(2005).