If only there was an aptitude test for restaurant management. You can’t become an astronaut, let alone be accepted to college, graduate or professional school, without being tested for your ability to handle the demands of the endeavor. Certainly, running a restaurant is a challenging feat in its own right and no place for lightweights. If this weren’t the case, we wouldn’t be able to fill a dozen magazines a year with content on how to do it well.

In fact, there are characterisitcs — call them work styles — that seem to be prevalent among successful startup restaurateurs. This article is a summary of an assessment study conducted by Cleveland-based personality assessment firm PsyMax Solutions, to learn more about what defines “the right stuff” in succeeding as restaurant owner and operator. All of the subjects in this study are subscribers of Restaurant Startup & Growth magazine/members of RestaurantOwner.com.

If you’re lucky, you have already developed these critical traits; however, as our motto says, “a good restaurateur is always learning.” You can certainly shore up any weaknesses you might have. Thus, the article doesn’t only note the work styles of successful restaurant entrepreneurs, but also steps you can take to strengthen these qualities in yourself.

It takes a special person to be a startup restaurateur. Long, arduous hours of work and tremendous dedication are the norm rather than the exception. The role of a restaurateur often involves taking on a great deal of personal risk as well as facing and overcoming daily challenges. Furthermore, dealing with ambiguity and acting with a sense of urgency are critical yet regular activities.

What characteristics set up a person for success in this business? Why do some folks thrive while others barely survive? Certainly there are a number of factors beyond the control of the individual. Capitalization, market forces and competition often control our fate. Also, our business experience, skill and education, whether they are a product of formal training or the school of hard knocks, may affect the scorecard. But often the difference between win and lose comes down to attitude and personality.

More than 200 individuals completed the PsyMax Solutions assessment and, of those, 168 were owners of at least one independent restaurant. Within that group, 95 individuals who reported operating their own restaurant(s) and maintaining profitability at or above industry standards were deemed successful owner-operators for the purpose of the study. Within the group of successful owner-operators, 67 percent were male and 33 percent were female. Furthermore, 74 percent reported more than 10 years of experience in the restaurant industry, with 50 percent of the group reporting more than 20 years of restaurant experience. This group of individuals represented a range of cuisine concepts with 35 percent being traditional family restaurants, 21 percent Italian or pizza, 16 percent fine dining, 6 percent Asian, and 5 percent seafood. Others included breakfast and coffee shops, steakhouses, and establishments offering French, Greek and Mexican cuisines.

The Four Key Work Styles

The following is a list of the top four work styles that emerged as characteristics of these successful restaurant owners-operators.

Creative. Sixty-six percent of successful restaurant owners-operators in the study showed “high” or “very high” creative scores. Creative individuals tend to both generate and embrace new ideas and new ways of doing things. In fact, they will often challenge the status quo. Additionally, those with above-average creative scores are generally able to adapt to change in rather resourceful ways, and they willingly accept calculated risks. While it is clear to see why creativity is vital in the restaurant business, highly creative restaurateurs should be aware that they may need to guard against taking unnecessary risks, changing merely for the sake of change, or rejecting well-tested approaches.

Independent. Sixty-two percent received above-average independent scores. Individuals who show high scores in this area enjoy autonomy. Independent individuals have a sense of courage and generally engage in self-directed activities, charting their own courses of action. Moreover, independent individuals tend to rely on themselves rather than depend on others. As a restaurateur, an independent work style will be helpful in planning and growing a business in a self-sufficient way. At the same time, a strongly independent individual may hesitate to seek help from others or admit a true vulnerability. Independent individuals must be cautious of appearing as mavericks and accept support when appropriate.

Influential. Fifty-eight percent earned above-average influential scores. Influential individuals exercise authority with ease and enjoy being in control. They are eager to take charge, and they are usually comfortable exerting leadership and providing direction. Of course, to be an effective leader, it is important to avoid abusing power or coming across as intimidating. If managed effectively, however, an influential work style will benefit restaurateurs as they manage, lead and provide direction to others.

Collaborative. Fifty-six percent of successful owners-operators demonstrated “high” or “very high” collaborative scores. Those with collaborative work styles tend to act cooperatively. They work to foster win-win interactions with others and strive to create synergy by accomplishing goals and objectives through teamwork. As restaurateurs build and manage their teams, a collaborative work style is essential in establishing solid partnerships and effective, cohesive work groups. Highly collaborative individuals must keep in mind, however, that while a focus on maintaining team harmony is advantageous, one may need to guard against giving in too easily or appearing hesitant to take an authoritative stance.

How These Characteristics Relate to Our Business

The importance of these four work styles may not come as a surprise to you. Consider each of the four work styles as they relate to the restaurant industry, and specifically to your role as a restaurateur.

The National Restaurant Association has reported that more than 70 percent of food-and-beverage operations are independent, single-unit restaurants. So what is it about your restaurant that makes it different from all the rest? As an independent owner-operator, you are responsible for creating and driving your concept. While there are certainly many industry “best practices” to guide you, there are a multitude of issues and questions that will fall squarely on your shoulders and involve your discretion. What type of menu will you offer in your restaurant? What atmosphere will you create to draw and keep customers? The list seems endless.

When making decisions such as these and defining strategies for your restaurant, some amount of creativity is imperative. While tried-and-true methods of handling issues and addressing problems may work, showing resourcefulness and seizing opportunities is often in your best interest. Although some amount of caution is necessary, embracing and initiating change is often the best way to gain a competitive edge, attract business and exceed customer expectations.

Being creative often means being the trendsetter and allowing others to follow the model that you develop rather than being a latecomer trying to catch up with the crowd. For instance, two years ago, diets incorporating low-carbohydrate foods became popular in the United States. Accordingly, certain restaurants began to offer “low-carb” menus to attract the many individuals following the trend. Scores of restaurants joined the bandwagon. In fact, the National Restaurant Association reported that more than 60 percent of quick-service restaurants now offer low-carb items on their menus, although there is indication that the low-carb trend has waned. The first movers attracted attention and patronage at the critical phase of the trend, and capitalized on it while competitors struggled to catch the wave. It is innovation, imagination, openness to change, and willingness to accept reasonable risk that frequently leads to new opportunities and exciting results for restaurateurs.

Independence is just as important to a restaurateur. In fact, it is likely that your independent work style may have been a key factor in your decision to start and run your own restaurant. As an owner-operator, you know that the nature of your work involves working with a high degree of autonomy. You have freedom in thought and action and, at the same time, you must be ready and willing to take full responsibility for outcomes.

An independent style drives you to maintain your own identity, and makes it likely that you enjoy all that goes along with being your own boss and running your restaurant as you see fit. This is important because as an owner-operator, many decisions will fall on you alone; you will need to both set and follow your own course of action.

Accordingly, demonstrating leadership is necessary in setting direction for your restaurant and your team. It is through your influential work style that you can mobilize your staff toward the challenging goals that you establish. Your role can be compared to that of an orchestra director, guiding members of the orchestra as they each play unique streams of notes to ultimately produce a harmonious blend of sound and thus, a successful performance. Likewise, in your restaurant, you must show leadership in coordinating the unique roles of your staff members to ensure positive experiences for your guests. Although each individual carries out a specialized function (e.g., greeting guests, preparing food), your leadership serves to ensure that the staff is synchronized and each individual is fulfilling his/her responsibilities.

Above and beyond coordinating efforts, your role as a leader enables you to motivate your staff, to encourage your team members to consistently do their best. It is up to you to instill in your team your mission. Establish your restaurant’s values, policies and cultural norms, and empower them to share in your vision.

Finally, despite the importance of your role as a leader, it is likely that you have spent time working alongside members of your team. Most of you can recall instances when you filled in as a server or a cook without hesitation. It is even probable that you have bused tables or washed dishes at your restaurant alongside the staff to ensure that your team made it through a difficult day. This collaborative effort and your willingness to help the team shows your staff that you are ready to roll up your sleeves and chip in when it matters. At the same time, you model this behavior for your staff. By seeing you engage in cooperative behaviors, they will better understand that you value such actions. They will also see the importance of the team effort and will be apt to work in cooperation with others for the team to achieve success.

So what does all of this mean to you? We’ve established the importance of these four work styles, but what if you fall short in one or more of these areas? Work style development is certainly possible. Below, you will find some suggestions for leveraging already strong work style behaviors and building on those work styles that require improvement.

If You Need to Be More Creative…

Practice brainstorming. When trying to solve a problem that may have emerged at your restaurant, start by generating a long list of ideas that you can later pare down. The purpose here is to generate, not evaluate, ideas. Try this activity on your own or with a brainstorming group. You might want to include some of your staff members in this activity. Do not think about constraints or limits as you generate your list of ideas; instead, just think of all the options that you can. Imagine the ideal and all the possible routes that could get you there.

Realistically assess risk. Thinking creatively requires considering solutions with no guarantees and some degree of risk. As you are faced with business decisions, realistically assess the positive and negative consequences of taking a risk. Evaluate the likelihood of both good and bad outcomes so you don’t unnecessarily avoid taking chances.

Make time for creativity. Make a point to jot down novel or innovative ideas that pertain to your restaurant as they come to you throughout the day. In addition, spend some time appreciating the creativity of others. Visit a new restaurant in your area or take a drive for dinner at a recommended spot. Enjoy yourself and take in your surroundings; something you see or experience may inspire a new idea for your own restaurant.

If You Need to Be More Independent…

Establish an independent identity. Although being part of the team is important, it is also important to develop a self-identity separate from that of your team. Practice tactics for independence: Form your opinion before asking others, voice a dissenting opinion to encourage discussion, and foster healthy debate rather than conforming quickly to maintain harmony. Work toward acceptance of some amount of controversy rather than consistently seeking acceptance or approval.

Openly share ideas and intentions. Be proactive in conversations and meetings with others. Bring forward your recommendations or thoughts during such interactions. Consistently provide input and share your unique ideas with your staff and colleagues. Hold yourself accountable. Publicly state what you intend to accomplish and by when. Then, stick to your personal goals and make things happen.

Increase your power base. Acquire new expertise. Consider taking a seminar or reading up on something new that will benefit your business. Work to become more connected to other restaurateurs who may be able to share valuable information on their successes. Tie new information and ideas to the success of your business. Determine how you can use new knowledge to set challenging goals for yourself and achieve results.

If You Need to Be More Influential…

Create a balance. It is important for you to be comfortable exercising authority and making decisions. However, it is a good leadership strategy to balance a top-down style of telling and directing with a bottom-up style of listening and questioning. Create an open climate in your restaurant that fosters honest, two-way dialogue with your employees. By listening to input from others, you will encourage a culture that promotes information-sharing, and you will be better equipped to lead your team.

Balance action with analysis. Authoritativeness is often associated with a strong preference to quickly bring issues to closure and move forward. Ensure that you understand the nature of the problem confronting you or your restaurant before you decide on a solution. Work to be well-informed. To be effective, you must analyze issues thoroughly and know what you are talking about before persuading others to follow along.

Observe other leaders in action. Consider shadowing or observing a fellow restaurateur who you know to be a success in this arena. Pay attention to the behaviors and actions that enhance this person’s leadership influence. Watch how this individual motivates his/her team to work together and achieve high-level results. Then, model these behaviors in your own role.

If You Need to Be More Collaborative…

Clarify the roles of team members. Discuss individual roles within your team. Together, determine how each member contributes to the overall mission of your restaurant and the atmosphere you are working to create for guests. List how you can provide support to each team member in his/her efforts. Also, list ways that team members may be able to support you. Follow up with team members to ensure they are receiving the support they need from the team.

Provide clear feedback. Keep in mind that people have different communication styles and ways of approaching work. When misunderstandings arise, be careful to treat everyone in your restaurant with respect. Provide feedback to staff members by discussing behaviors instead of making judgments about people. Also, be deliberate in providing positive feedback when things are going well and thank your team members for their effective performance and effort.

Focus on opportunities to cooperate. Think about ways you could offer increased assistance to your key associates and demonstrate a cooperative style. Check in with your staff from time to time to ensure that they have the resources they need to do their jobs well. Show your willingness to work together with your staff toward common objectives.

We’re All Works in Progress

Wherever you find yourself in your restaurant management or ownership career, keep in mind that your personal development is ongoing. Whether you’ve been a restaurateur for years and years or whether you are just starting out, keep in mind that you (just like your restaurant) are a work in progress.

Think about the effects of making improvements in just one work style area. Small changes could result in improved relationships with your staff members, greater customer appeal for your restaurant, or even an increased bottom line. Set some specific, measurable goals for yourself and tie them to the outcomes you want to achieve. Consider asking for feedback from others as you work to transform your plan into a set of effective work style habits that will become part of your everyday routine.

There are a variety of reasons you might have chosen to be a restaurateur. You might be fascinated with food, or enjoy providing pleasant experiences for others. You might have worked in a restaurant and decided that you want to run the show. It just might have felt like a good fit. In any event, no one comes to any job or profession without aspects of their personality and work style that could use fine-tuning. Constant self-improvement will not only make you more successful, but keep the journey interesting.

-- Restaurant Startup & Growth

The author, Maria R. Louis-Slaby, Ph.D., is the Director of Research and Development of PsyMax Solutions, LLC. PsyMax Solutions has authored a white paper entitled "Managerial Hiring in the 21st Century: Using Expert Systems to Optimize Decision Making." Download a free copy by clicking here.