Restaurateur Danny Meyer has used his new book to set out how he built a leadership structure around developing employees, including the claim that 80% of his general managers began as hourly workers.
Meyer, founder and executive chairman of Union Square Hospitality Group, said 80% of the company’s hourly employees were in their first job when they joined. He argues that engaging and promoting staff is central to the group’s success.
His book, What Could Possibly Go Right?, goes on sale today, two decades after his first book, Setting the Table, introduced the concept of “enlightened hospitality”. That approach placed employees first in a hierarchy of five groups, with investors fifth.
Meyer said the earlier book had been written before he had experience of expanding a business, repeating successful concepts or closing a restaurant. His latest work focuses instead on the failures and lessons that accompanied the growth of his 41-year career.
That career has included restaurants such as Gramercy Tavern, The Modern and Eleven Madison Park, as well as catering and fast-casual businesses. His newer concepts include Ci Siamo, which is due to open in Boston.
Danny Meyer’s approach to leadership
Meyer stepped down as chief executive in 2022 and handed responsibility to restaurant veteran Chip Wade. He said the transition succeeded after he developed a process for giving others authority and learning when to step back.
“What are all the things on the calendar that someone else on our team could do at least as well—or maybe better—than I can?” Meyer said, describing the question that helped him identify responsibilities he could delegate.
He remains founder and executive chairman, as well as the group’s chief culinary, cultural and creative officer. He said the final responsibility for the company’s culture still rests with him, while he continues to help shape new restaurant concepts.
Meyer has described himself as an optimist amid widespread uncertainty and negative news. “I’m just as tired as anyone I know of uncertainty, cynicism, negativity, skepticism, bad news,” he said, adding that his focus was on what he could control.
He continues to work mainly in New York, where he said the pressures of operating a business among ambitious people remained energising. “No one is here by accident. It’s way too challenging,” Meyer said.
