Cook or Be Cooked

Here in the American South, I've savored exceptional some meals at more than a handful of celebrated establishments. These restaurants have staying power: steady clientele, predictable hours, consistent quality. As a former restaurant owner, I value knowing the doors will be open and the experience will meet my expectations—every time.

Yet I've witnessed another story, too. Many startups burst onto the scene with extraordinary food. Local headlines trumpet “Willie’s Bar-B-Q,” with lines snaking around the block and five-star reviews flooding in. Sadly, these spots are too often undercapitalized, understaffed, and tragically disorganized. Eighteen months later, boarded windows and silence are all that's left on the menu.

Although Willie mastered the grill, he knew nothing about ledgers. He left that to his wife, Mable, who, despite her inexperience, tracked the receipts like a champion. Sadly, when their marriage crumbled, so did the business.

In Michael Gerber’s acclaimed book, "The E-Myth" or "The E-Myth Revisited," the author reveals that most small businesses launch with technicians—craftspeople who mistakenly believe expertise alone guarantees success.

Newbie restaurateurs must learn to create systems and processes that ensure consistency, quality, and scalability, so the business can thrive without being dependent on any one person, including the owner. In other words, the technician must perform like a manager—work ON the business, not just in it.

As I watch the excitement these new businesses generate, I often fight the urge to offer unsolicited advice—something best left unsaid when owners are too busy to listen.

I was once that person.

Now I stand in those same lines, silently wishing these vibrant ventures could last forever, or at least as long enough to establish themselves as a viable concern.

Darrell Gartrell