Bartender Knowledge and Confidence

Michael Ruhlman's 2023 Book on Cocktail RatiosAuthor Michael Ruhlman, known for interpreting the culinary arts for both home cooks and professionals through his 40 published books, discusses bartending in “The Book of Cocktail Ratios” (Scribner, 2023). On page 1 of the introduction titled “The Power of Ratios,” he explains that cocktail recipes rely heavily on precise ratios rather than unique ingredient combinations. He writes: “Most cocktail recipes, even more than food recipes, are fundamentally defined by their ratios, rather than by a unique combination of ingredients” fundamentally defined, meaning that exact measurements are fundamentally define the drink; any deviation of even one ingredient can unbalance the drink, rendering it unpalatable. For example, the subtle flavor profiles of many Tiki drinks depend on meticulous ingredient measurements down to the drop, similar to how dashes of bitters define cocktails like Manhattans, Old Fashioneds, and Sazeracs. Which, by the way, is also why it is essential to rinse and drain all mixing equipment in between drinks. Those 6 drops of Scotch still clinging to the walls inside the jigger will (subtly or not) alter the next cocktail being measured if the jigger is adding unwanted scotch into the drink).

Bartending Instruction Facility
Bar Owners And Managers Should Never Assume
that bartenders are well-versed in their drink recipes or are preparing drinks accurately, even if they display confidence and offer reassuring smiles. It’s easy for bartenders to become complacent, relying on their charisma rather than their cocktail-making accuracy. This can lead to inconsistencies in drink quality, which can harm the establishment’s reputation and customer satisfaction. Regular training and audits can help ensure that all staff members are on the same page and that drinks are made consistently according to the bar’s standards.

During My Recent Two-Year Tenure As An Instructor at a prominent Tampa bartending school offering bar-basics courses since 1979, I observed a common issue among students: despite frequent practice in making drinks, many could not recall the correct proportions or specific ingredients. This lack of detailed knowledge often manifested during exams and practical tests. Students tended to rely heavily on their textbooks as a crutch, consulting them even during drink preparation, rather than committing recipes to memory. This open-book approach generally led to their failure in both written and speed-based evaluations. In contrast, students who memorized their recipes excelled, demonstrating the importance of thorough preparation and study.

Service bartenders, who primarily prepare drinks for the wait staff and not directly in front of guests, might find it tempting to continuously refer to the house recipe book, or index cards. This dependency often makes them hesitant to mix drinks at the main bar, where their skills and knowledge might be directly observed by patrons. Consequently, they tend to confine themselves to the service station, merely replenishing ice and avoiding more visible duties. This limitation not only slows down service for seated guests but also increases the likelihood of errors and delays in serving drinks to patrons at the bar.

Using the service bar as the sole preparation area for drinks can lead to a neglect in glassware presentation and elsewhere. Since these drinks are not prepared in front of guests, there is less immediate need to ensure that glassware is spotless and free of stains. While this might seem like a minor detail, it can subtly degrade the overall dining experience, as the quality of service and presentation are key components of customer satisfaction in a hospitality setting. Managers must address these issues to maintain high standards and ensure efficient, professional service across all areas of the bar.


Here’s how bar owners and managers can take proactive steps to ensure their bartenders are well-trained and knowledgeable about the drink recipes they are expected to serve. Here are some strategies to recognize and properly train bartenders who may not know their drink recipes well:


1. Regular Assessments and Spot Checks:
Conduct unannounced spot checks where bartenders are asked to prepare specific drinks and demonstrate their knowledge of the recipes. This helps identify those who might be relying too much on recipe books or who may not have memorized the necessary details. Regular testing not only helps maintain a high standard but also encourages continuous learning.

2. Implement Training Sessions:
Organize regular training sessions where bartenders are taught the exact recipes and techniques required by the bar. These sessions should cover both new and classic recipes and include hands-on practice. Make training a regular part of the schedule, ensuring that all staff, new and old, receive refreshers to keep their skills sharp.

3. Create a Mentorship Program:
Pair less experienced bartenders with seasoned professionals within your team. This mentorship can help newer staff members learn through observation and direct feedback, building confidence and knowledge in a supportive environment.

4. Utilize Clear, Concise Recipe Cards:
Place recipe cards in strategic locations behind the bar as quick references that bartenders can consult without making it obvious to the customers. These cards should be simple and easy to read at a glance, providing just the essential information needed to make each drink correctly.

5. Encourage Memorization:
While it’s useful to have recipe cards available, bartenders should be encouraged to memorize all recipes. Consider incentives for those who show they can prepare drinks from memory quickly and accurately, such as small bonuses or recognition in staff meetings.

6. Focus on Practical Exams:
Include practical exams as part of the training process, where bartenders are timed on how quickly and accurately they can prepare multiple drinks. This not only improves their speed and efficiency but also helps them internalize the recipes without needing to refer back to a book.

7. Feedback and Continuous Improvement:
Provide constructive feedback regularly. Let bartenders know where they excel and where they need improvement. Encourage a culture of open communication where they can ask for clarification or extra help without fear of criticism.

8. Customer Feedback:
Pay attention to customer feedback regarding drinks. If certain drinks consistently receive complaints, this could indicate a problem with how they are being made. Use this feedback as a learning tool for bartenders.



By implementing these practices, bar owners can significantly improve the proficiency and confidence of their bartenders in mixing drinks, which in turn enhances the overall customer experience and efficiency of the establishment.
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World Renowned Memory Expert Dr. Anthony Metivier “The Memory Doctor” interviewed me from Australia.

WHAT ARE MNEMONICS?
A COMPREHENSIVE OVERVIEW:
Various Mnemonic Systems, Tools and Methods - Basic and Advanced
Mnemonic systems are powerful tools for enhancing memory by organizing information so it’s easier to remember. Here is a comprehensive overview of the most recognized mnemonic systems used globally:

1. Acronyms and Acrostics
Acronyms: Forming words from the initial letters of items in a list (e.g., NASA from National Aeronautics and Space Administration).
Acrostics: Using sentences where the first letter of each word stands for a part of or a step in a process (e.g., “Every Good Boy Does Fine” for the notes of the treble clef).

2. The Loci Method (Memory Palace)
– This ancient technique involves visualizing a familiar place and associating items to be remembered with specific locations within this mental map.

3. The Link Method
– Involves forming a mental image linking the items in a list sequentially, creating a memorable chain.

4. The Peg System
– This involves associating items with a pre-memorized peg list (such as one rhyme or a number-shape system) where each peg acts as a mental hook for retrieval.

5. Chunking
– This method breaks down large amounts of information into smaller, manageable units (chunks), making them easier to remember. Commonly used for memorizing numbers or items in a list.

6. Imagery
– Using vivid images to represent information. The more unusual and emotionally charged the image, the more likely it is to be remembered.

7. The Major System
– A phonetic mnemonic system used mainly for numbers, where each digit is associated with specific consonant sounds; vowels and other sounds are added to form words (e.g., 1 is “t” or “d”, 2 is “n”).

8. The Dominic System
– Similar to the Major System but assigns letters to digits and forms names or words using combinations (e.g., 1 is “A”, 2 is “B”, combining to create a person or action linked to those initials).

9. The PAO System (Person-Action-Object)
– An extension of the Dominic System where each two-digit number from 00 to 99 is encoded into a single image of a person performing an action on an object.

10. Verbal Mnemonics
– Including rhymes and alliterations used for remembering structured information, such as grammatical rules or lists.

11. Music Mnemonics
– Setting information to music or a rhythm to enhance recall, used effectively in educational settings (like learning the alphabet through the “ABC” song).

12. The Journey Method
– Similar to the loci method but involves a journey through a series of locations instead of a static place.

13. The Roman Room Technique
– Another variation of the loci method, where instead of a journey, several items are associated within a single room.

14. Spaced Repetition
– This is a technique of repeating the recall of information at increasing intervals to strengthen the memory trace.

Each mnemonic system leverages the brain’s innate strengths in pattern recognition, spatial awareness, and imagery. Depending on the nature of the material to be memorized, different systems might be more or less effective. These systems are not only used to enhance personal memory but are also applied in educational techniques worldwide to assist in learning and information retention.

I use all of these systems (or methods), as they are actually tools, each one different, and each suited for slightly (or greatly) different types of learning and memorization situations, and more… one that I developed specifically for bartending, the “container object” or “nested mnemonic method” which groups ingredients by specific fraction of an ounce quantities, and nests them together within containers assigned that fraction’s value. 

Let’s take a half of an ounce, for example, and the drink is a “White Sangria”. This drink has, combined, about 14 or 15 steps including ingredients, glassware, and techniques. By associating 4 ingredients (simple syrup, dry curacao, fresh lemon juice, and pineapple juice) to one another inside a container object representing 1/2 oz I now have those amounts all quickly set. This container object concept is very similar to Microsoft Windows Server’s group policy permissions, where objects in a group have specific properties or permissions.

Using this method several container objects can even be placed within one another, each with their own elements embedded within themselves, and still maintain their original values as these values are not inherited by any other container object nested within them. Thus, the narrative between the various objects within each container are a part of the larger narrative of the various container objects interacting with, and relating to each other in the larger picture. It’s a very elegant, flexible, and robust system which has never failed me. I continue to work on improving, expanding, and creating more alternative container objects (of equal value to one another) to better suit different equations where one visual will be a much faster, easier to encrypt and recall, more intuitive narrative (less work, more fun, easy to recall).

You can see some of my mnemonic bartending examples on this site – but be aware – at times I update and improve my methods, so some “Version 1” examples you see, though they work well, I have already moved on from, and have improved upon. Either way. If you’re interested in learning mnemonics, my advice is to follow Dr. Metivier and go to his https://MagneticMemoryMethod.com site and sign up for what he has there, free, (podcasts and videos with world renowned respected brain science, psychology, and other related memory science experts, TedTalks, reccomended reading, and so much more) and if you learn it, like what it does for you, and want to continue, sign up for his paid downloadable content. If you do some (or most) of that, my methods shouldn’t confuse you, and you can easily adapt them to your own style.
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SEASONED PROFESSIONAL BARTENDERS often express frustration over the lack of skill of new hires who also exhibit little desire to learn or accept guidance. This post is in follow up to my last one on the expertise gap between bartenders, but also points out a few reasons why “amateur” may not be the correct word to describe new hires who neither seem to particularly enjoy bartending, nor display any particular passion for it – and yet, they are compensated at the same rate as someone more highly skilled, better trained, fully dedicated, while at the same time not being held to the same standards.



This post attempts to delve into the question of “Skill Levels: Amateur vs. Professional” to help create a mechanism for coping with and methodically improving situations at work. This post, combined with my previous one, should provide some helpful guidelines and a path forward.



What follows is purposefully written NOT to focus ONLY on bartenders, but to paint a broader picture meant to point out what a normal diagnosis and potential cures looks like across a broader spectrum of fields. Hopefully everyone involved (you, the owner, guests, co-workers etc) will benefit from something you read here.



QUESTION:
What is the difference between an amateur and a professional?



ANSWER:
The difference between an amateur and a professional generally lies in skill level, commitment, and often the financial aspect of their pursuits.

Amateurs engage in an activity primarily for enjoyment and passion rather than for financial gain. They may have other full-time occupations and usually do not receive significant payment for their activities. While amateurs can be highly skilled, they often have less formal training and fewer opportunities to hone their skills in a competitive or rigorous environment compared to professionals.

Professionals, on the other hand, are typically engaged in their pursuits as a full-time occupation and receive monetary compensation. They often have formal training and a higher level of expertise in their field. Professionals are also expected to adhere to higher standards of conduct and performance, as their livelihood depends on the quality of their work.

The distinction isn’t just about the level of skill, but also the commitment to the activity as a source of livelihood and the dedication to continuously improve within that realm.



QUESTION:
Are professionals paid more than amateurs?



ANSWER:
Yes, typically professionals are paid more than amateurs. This is primarily because professionals have turned their skills into a livelihood, often investing in extensive training and dedicating significant time to mastering their field. This level of expertise, along with the responsibility and consistency required in a professional role, usually commands higher financial compensation.



Amateurs, on the other hand, engage in activities more for personal enjoyment or passion and less for financial gain. They may receive some remuneration or none at all, depending on the context of their activity. For example, in sports, amateur athletes might compete in local leagues where no or little money is involved, while professional athletes compete in leagues where salaries and endorsements can be substantial.



QUESTION:
How much greater is the rate of compensation of professionals over amateurs?



ANSWER:
The rate of compensation for professionals compared to amateurs can vary widely based on the field, level of expertise, market demand, and geographic location. In general, professionals can earn significantly more than amateurs because their income is tied directly to their work in that field, while amateurs might not be compensated at all or only receive nominal amounts. Here are a few examples to illustrate the differences:

  1. Sports: Professional athletes can earn salaries that range from thousands to millions of dollars annually, depending on the sport and level of competition. This is in stark contrast to amateur athletes, who might only receive compensation in the form of small stipends, reimbursements for expenses, or no money at all.
  2. Arts: In fields like music or painting, professionals who have established a market for their work can earn substantial incomes through sales, commissions, and performances. Amateurs, however, often do not earn money from their art and might even incur costs for supplies and classes without any expectation of financial return.
  3. Science and Academia: Professional scientists and academics are typically salaried employees of institutions like universities, research labs, or corporations. In contrast, amateur scientists may engage in research out of personal interest without any financial compensation.
  4. Technology: Professional software developers, for instance, are compensated with salaries, benefits, and sometimes stock options or bonuses, depending on their role and the company’s policies. Hobbyist developers might create software in their spare time for personal satisfaction, contributing to open-source projects without direct payment.

The exact multiple by which professionals out-earn amateurs depends on many factors, but it can be substantial, especially in fields where professional status is associated with high-paying opportunities and endorsements.



QUESTION:
What is the best route for a professional to take when working with unenthusiastic amateurs who fail to take guidance?



ANSWER:
When a professional encounters unenthusiastic amateurs who are resistant to guidance, navigating the situation carefully can help improve outcomes and collaboration. Here are some strategies that might be effective:

  1. Establish Clear Objectives: Start by clarifying the goals and expectations of the project or task at hand. Make sure everyone understands the purpose and the benefits of achieving the objectives. Clear goals can sometimes motivate reluctant participants.
  2. Foster a Collaborative Environment: Encourage an inclusive atmosphere where all participants feel valued and understood. This can involve more listening than directing. Ask for input from the amateurs to make them feel involved and respected, which can increase their buy-in and enthusiasm.
  3. Adapt Communication Styles: Recognize that amateurs might not be familiar with industry jargon or professional norms. Use clear, simple language and provide context to make guidance more accessible and relevant.
  4. Provide Training and Resources: Sometimes lack of enthusiasm stems from feeling overwhelmed or incompetent. Offering training sessions or resources can empower the amateurs and reduce their anxiety about the tasks at hand.
  5. Lead by Example: Show your commitment and enthusiasm for the work. Professional demeanor and passion can be contagious; demonstrating your investment in the project might inspire others to match your energy.
  6. Set Up Incremental Goals: Break down tasks into smaller, manageable parts with achievable milestones. Celebrating these smaller successes can boost morale and engagement.
  7. Give Constructive Feedback: Provide feedback in a way that is helpful and encouraging rather than critical. Highlight what is going well, and suggest improvements in a supportive manner.
  8. Understand Their Motivations: Engage in discussions to understand why the amateurs might be unenthusiastic. Addressing their specific concerns or motivations can help align their interests with the project goals.
  9. Reassess Involvement: If all else fails, it might be necessary to reassess the participation of the amateurs. If their involvement is crucial, consider different roles that might better suit their interests and skills.

By implementing these approaches, a professional can better manage a group of unenthusiastic amateurs, potentially transforming their attitude and improving the overall dynamic and outcomes of the project.



QUESTION:
Does this advice apply to situations where the amateurs receive payment equal to the professionals, but the amateurs are only there for the money?



ANSWER:
Yes, the advice can still apply, but with some adjustments to acknowledge the unique dynamics of the situation. When amateurs are compensated at the same level as professionals but are only motivated by the money, the challenge becomes motivating them beyond the financial incentive to engage meaningfully in the work. Here are some tailored strategies that might help:

  1. Highlight the Impact of Their Work: Emphasize how their contributions fit into the bigger picture and the positive impact they can make. Understanding the value of their work might inspire a deeper commitment beyond just receiving a paycheck.
  2. Establish Professional Standards: Set clear expectations about the quality and commitment expected, regardless of motivation. Sometimes, establishing high standards can push individuals to engage more deeply with their tasks to meet those expectations.
  3. Create a Sense of Ownership and Responsibility: Encourage amateurs to take ownership of their tasks or projects. When people feel personally responsible for the outcomes of their work, they are more likely to put in effort and care about the results.
  4. Incentivize Performance: Since financial gain is a primary motivator, consider structuring additional performance-based incentives. These could be tied to quality, efficiency, or creative contributions, providing extra motivation to exceed basic requirements.
  5. Foster Peer Accountability: Encourage a team environment where peers motivate and hold each other accountable. Sometimes, social pressure and the desire to be respected by peers can enhance motivation.
  6. Offer Professional Development: Provide opportunities for growth and advancement. Showing amateurs that there is a potential career path or additional skills to be gained can encourage a longer-term perspective beyond immediate financial rewards.
  7. Personalize Engagement Strategies: Understand what personally motivates each team member, even if it’s outside traditional professional motivations. Tailoring your engagement strategies can make them more effective.
  8. Review and Feedback Loops: Regularly review their work and provide constructive feedback. Make sure to acknowledge improvements and efforts to align better with professional standards.
  9. Discuss Future Opportunities: Highlight how developing their skills and improving their performance could lead to future opportunities, either within the same role or in more advanced roles. This might help shift their focus from short-term financial gain to long-term benefits.

These strategies aim to cultivate a more intrinsic motivation and a professional attitude, even if the initial draw was purely financial. By addressing their broader interests and integrating them more deeply into the team’s culture and goals, you can potentially enhance their engagement and contribution.



A QUICK OVERVIEW OF WHAT WAS JUST COVERED:



When working with amateurs who are compensated equally to professionals but are primarily motivated by money, the challenge lies in engaging them beyond just the paycheck. To address this, you can:

  1. Emphasize the broader impact of their work to inspire a deeper connection to the project.
  2. Set clear professional standards to ensure they understand the expected quality and commitment.
  3. Encourage ownership and responsibility for their tasks, which can increase their commitment.
  4. Implement performance-based incentives to motivate them to exceed basic expectations.
  5. Utilize peer accountability where team dynamics help enhance motivation.
  6. Offer professional development opportunities to show potential for growth and career advancement.
  7. Customize engagement tactics based on individual motivations, which can be more effective.
  8. Conduct regular reviews and provide feedback, acknowledging improvements to foster a professional attitude.
  9. Discuss future opportunities that could arise from enhanced performance and commitment, shifting focus from immediate financial rewards to long-term benefits.

These strategies are designed to foster intrinsic motivation and professionalism, helping to integrate amateurs more effectively into teams and projects despite their initial financial motivations.



IN SUMMARY:



In this conversation, we discussed the differences between amateurs and professionals, focusing on skill levels, commitment, and compensation. Professionals typically earn more due to their expertise and the financial structure of their careers, whereas amateurs often participate for passion without expecting significant financial return.



When professionals work with unenthusiastic amateurs, especially those who might be in it just for the money, the approach should be thoughtful. Key strategies include clarifying objectives, fostering a collaborative environment, adapting communication styles, and providing incremental goals and constructive feedback. For amateurs paid similarly to professionals but motivated solely by financial gains, it’s beneficial to emphasize the impact of their work, set clear professional standards, and possibly use performance-based incentives. Developing a sense of ownership and responsibility in their roles, fostering peer accountability, and offering professional development opportunities can also help deepen their engagement.



Overall, the goal is to enhance motivation beyond financial incentives, integrating amateurs more fully into the team and aligning their efforts with broader project objectives.

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QUESTION:
Is a newer, untrained low or mid-skilled bartender considered to be a peer of a senior advanced skills bartender?

ANSWER:
A newer, untrained low or mid-skilled bartender would not typically be considered a peer of a senior advanced skills bartender in terms of experience and expertise within their field. The term “peer” usually refers to individuals who share similar levels of experience and knowledge. In this case, the low or mid-skilled bartender is likely at the beginning of their career, still acquiring skills and knowledge, while the advanced skills bartender has decades of experience and has likely achieved a high level of expertise. However, they can still share a professional relationship and work collaboratively, with the novice benefiting from the master’s guidance and experience.

QUESTION:
What would be an appropriate way for the advanced skills bartender to relate to the low or mid-skilled bartender that their actions are disrupting the work of the advanced skills bartender?

ANSWER:
The advanced skills bartender can address the situation effectively and constructively by using clear, respectful communication. Here’s a suitable approach:

  1. Choose an Appropriate Time and Setting: Find a private moment to talk, ensuring the conversation is discreet and doesn’t embarrass the novice in front of others.
  2. Use “I” Statements: Start the conversation with “I” statements to express how the novice’s actions affect the master’s work. For example, “I’ve noticed that some of the procedures you’ve been using have been impacting the workflow on my projects.”
  3. Be Specific and Objective: Clearly describe specific instances or actions that are causing disruption. This helps avoid making the novice feel criticized without basis.
  4. Offer Guidance: Instead of merely pointing out what is wrong, the master should offer constructive feedback and guidance on how to improve. For instance, “Perhaps we could go over the standard procedures together, so we’re more aligned on how tasks should be handled.”
  5. Encourage Open Communication: Let the novice know they can ask questions or seek help if they’re unsure about a task. “Feel free to ask me if you’re unsure about anything. I’m here to help.”
  6. Listen: Give the novice a chance to speak. They might have valid reasons or explanations for their actions that the master should consider.
  7. End Positively: Conclude on a positive note, emphasizing the goal of working effectively together. “I know you’re still learning, and I’m impressed by [specific positive trait or action]. Let’s keep working on syncing our methods.”


By handling the situation this way, the advanced skills bartender can help foster a supportive and productive work environment.

QUESTION:
What should the advanced skills bartender do if the low or mid-skilled bartender refuses to take advice or heed the correction of the advanced skills bartender?

ANSWER:
If the low or mid-skilled bartender refuses to take advice or heed corrections, the advanced skills bartender should take additional steps to address the situation while maintaining professionalism and support. Here’s a suggested approach:

  1. Re-evaluate Communication: Assess whether the initial feedback was clear and delivered in an understandable way. Consider if there might be a better way to communicate that could be more effective.
  2. Schedule a Follow-Up Meeting: Arrange another meeting to reiterate the concerns and clarify the importance of following established procedures and accepting guidance. This time, more explicitly outline the potential consequences of not adapting behaviors, such as impacts on safety, quality, and team efficiency.
  3. Express Consequences: Clearly communicate the consequences of continued non-compliance, which might include formal warnings, reassignment, or further disciplinary action depending on company policy.
  4. Involve a Supervisor or HR: If the behavior doesn’t change after repeated attempts to address it directly, it may be necessary to involve a supervisor or the human resources department. They can provide additional support and enforce workplace policies.
  5. Document Interactions: Keep detailed records of all interactions, feedback given, and the responses received. This documentation can be useful for escalating the issue to higher management or HR and serves as a record in case of disputes.
  6. Offer Mentorship or Additional Training: Sometimes, resistance can stem from feeling overwhelmed or under-skilled. Offering additional training or mentorship might help the novice feel more competent and secure in their role.
  7. Set Clear Expectations: Ensure that all expectations and role responsibilities are clearly defined. This can help eliminate any confusion and make it easier to hold the novice accountable.
  8. Be Patient and Persistent: Sometimes, change takes time, and repeated, consistent messaging can eventually lead to improvements.


By following these steps, the advanced skills bartender can help foster a more productive work environment and either facilitate improvement in the low or mid-skilled bartender’s performance or take appropriate action if improvement does not occur.

QUESTION:
What should the advanced skills bartender do when the low or mid-skilled bartender fails to accept instruction, and supervisors are notified but refuse to take action?

ANSWER:
When a low or mid-skilled bartender fails to accept instruction and supervisors are notified but refuse to take action, the advanced skills bartender can consider several further steps to address the situation effectively:

  1. Document Everything: Continue to document all instances of the low or mid-skilled bartender’s behavior, the impact on work, any attempts at correction, and the lack of action from supervisors. Detailed records can be vital for escalating the issue further if needed.
  2. Seek a Meeting with Higher Management: If immediate supervisors are unresponsive, it may be appropriate to request a meeting with higher-level management. Prepare a clear presentation of the issues, supported by documentation, to explain how the novice’s behavior is impacting the workplace and productivity.
  3. Consult Human Resources (HR): Involving HR can provide a formal avenue for addressing the issue. HR departments are equipped to handle such conflicts and can offer mediation or formal disciplinary processes that supervisors might be overlooking.
  4. Explore Mediation: If the workplace has a mediation process or if HR can facilitate such a discussion, it might help to have a neutral third party listen to the concerns of both the advanced skills bartender and the low or mid-skilled bartender. This can sometimes resolve misunderstandings and open up better lines of communication.
  5. Adjust Work Assignments: If possible, the advanced skills bartender might consider adjusting work assignments to minimize the disruptive impact of the low or mid-skilled bartender on critical tasks, at least temporarily while seeking a resolution.
  6. Professional Development and Training: Suggest (or if possible, arrange) professional development or conflict resolution training for the team. Sometimes broader training can help address personal conflicts and improve team dynamics.
  7. Legal or Ethical Considerations: If the situation involves violations of workplace regulations, safety standards, or ethical codes, bringing these aspects to the attention of relevant authorities or compliance departments within the company can prompt action.
  8. Consider Personal Strategies: Finally, if all organizational channels fail, the advanced skills bartender might need to develop personal coping strategies to manage the stress and frustration resulting from the situation, possibly even reevaluating their own position within the team or company if the environment becomes untenable.


By taking these steps, the advanced skills bartender can ensure that they have done everything within their power to resolve the situation responsibly, while also safeguarding their own professional interests.

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In the past, most NYC bars used a mix known as “SLJ,” which originally stood for “Sweetened Lemon Juice” and comprised a blend of lemon juice, lime juice, and sugar.



This mixture predates prohibition and often included additional agents like frothers, as described by David Wondrich in “Imbibe.” He mentioned an early 20th-century concoction involving acid and egg whites sold by the gallon.



Cheryl Charming, in her book “Bartending Basics,” also discusses making a versatile sour mix from equal parts lemon and lime juice, useful for many tropical cocktails.



Today, “SLJ” frequently refers to “Sweetened Lime Juice,” such as Rose’s Lime Juice, but historically, it meant something slightly different. When mixing drinks, it’s crucial to balance sour and sweet components. For instance, if a recipe calls for 1 oz of SLJ and includes sweet liqueurs, you might use 3/4 oz lime juice and 1/4 oz simple syrup to achieve the right balance. Without additional sweeteners, a balanced mix might be equal parts lime or lemon juice and simple syrup.



Modern bars may still use pre-made mixes, but understanding how to adjust the balance of ingredients yourself can enhance your cocktail crafting. For drinks like Margaritas and Mojitos, use sweetened lime juice; for Sours and Collins’, opt for sweetened lemon juice. Always taste your cocktails after mixing to ensure they’re well-balanced.



I plan to eventually update the references to SLJ across over 700 pages on this site, providing clear guidance and linking back to this explanation to help users understand and utilize this ingredient effectively.



Thanks for reading, and happy mixing!
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