Little things, significant impact!
At the peak of its fame, Anthony’s Pier 4 was one of Boston’s top restaurants. It was one of the highest-grossing restaurants in the United States. The man responsible for its success was Anthony Athanas, a self-made immigrant from Albania. He strongly believed in hospitality, hard work and treating every customer like a VIP.
When Athanas opened Pier 4 in the 1960s, it was a bold move. The location — on the edge of Boston Harbor — was not a fashionable destination at the time. But Athanas had a vision: to serve the freshest seafood in the city, accompanied by impeccable service and panoramic waterfront views. He did not just want customers — he wanted loyal fans.
And he got them. Politicians, celebrities and everyday people lined up. Athanas was present nearly every night, greeting guests at the door, remembering names and preferences and checking in on every detail of the experience.
What made Pier 4 exceptional was not just the food, but also the atmosphere. The physical environment was impeccable.
What would you have done to keep the physical environment in great shape?
A good friend of mine, Dave Walsh, worked at Pier 4 early in his career. He told me that every morning, Athanas would walk around the entire restaurant, including the parking lot. Athanas compiled a list of tasks requiring attention, such as replacing a light bulb in the parking lot, painting a door, polishing a brass handle and cleaning a rug, among others. He then handed the list to his maintenance manager. Later in the day, he would personally check to make sure everything on his list was taken care of.
Athanasy was relentless about providing excellent service and maintaining high standards. His focus on the details made the overall dining experience unique and unforgettable.
Coach and teacher, John Wooden said, “It’s the little details that are vital. Little things make big things happen.”
Excellence isn’t usually lost through one big mistake — it slips away when small details are ignored.
Identify the details that have the most significant impact on your performance and relationships, and focus on those. Establish systems that promptly identify problems. Regular check-ins, dashboards and frontline feedback help you stay informed without micromanaging.
Spend time observing operations firsthand — listening to calls, walking the production floor or shadowing a team. Howard Schultz of Starbucks often visited stores to experience what customers and baristas experienced.
One thing to remember
You must toggle between the big picture and the small but vital details that make it work.
One suggestion
Step into your customers’ shoes periodically — try your product, call your help line or go through your processes yourself. Determine which details make a real difference.
Opinions expressed by SmartBrief contributors are their own.
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