The Expertise Gap Between Bartenders – How To Develop Lesser Skilled Bartenders While Maintaining Productivity

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.

BartenderLife

Site Author, David J. Curtis: David Curtis, a seasoned professional with decades of bartending and bar management experience began his career in Midtown Manhattan, NY, tending and managing bars before diving into Manhattan’s bustling nightlife club scene. Over the years, he has mastered high-volume, high-pressure bartending as the lead bartender in iconic Midtown clubs and tended bar briefly in the Wall Street area, generating over $1,350,000.00 annually in personal drink sales. He has since extended his expertise to establishments in Georgia and now Tampa in Exclusive Platinum Service Awards Clubs, Florida. David’s roles as a Bartending Instructor at the American Bartending School in Tampa, while maintaining a second job bartending, and his years experience of managing bars, and working as a Brand Ambassador along with his extensive professional library of over 1,000 bartending books, highlight his dedication to continually refining his craft. He holds a diploma in Bar Management and is BarSmarts certified by Pernod Ricard.