A Traveler's Journey: The Airport Dining Experience

Today was a travel day - a long one at that. With a four-hour layover in Charlotte, I stopped for dinner around 7:30 p.m. at one of the better airport restaurants. At the entrance, a placard instructed guests to "Please wait to be seated," so I stood by, expecting a prompt greeting.

After waiting three to five minutes, a staff member emerged from the back of the house. He glanced at me, turned his back, and cleared tables as if I weren't there. His body language and attitude made it clear that seating guests was 'not his job.' Without acknowledging my presence, he disappeared again.

As I continued to wait, a small line formed behind me. The bar was packed, yet only about a quarter of the dining room tables were occupied. After another five minutes, a different staff member emerged. Unlike the first, he made immediate eye contact and came right over. Not only did he seat me, but he also took care of the three parties behind me. Without missing a beat, he took my order -I was already familiar with the menu from past visits.

Seated with a view of the restaurant, I watched another guest attempt to flag down a server multiple times. Frustrated, she approached the open kitchen and asked a cook about the day's soup. He didn't know. Shortly after, she left.

My server -who had essentially taken on the role of host -was efficient and attentive. He delivered my meal promptly, though my side dish was forgotten. By then, it was late, so I decided to let it go rather than wait longer.

As I observed the team, I noticed multiple staff members out of uniform, some with clear health code violations -fake nails and dangly piercings in their noses, ears, cheeks, and lips. One of the cooks was typing on his cell phone. Numerous of the staff behind the line had earbuds in. I'm seeing this behavior more and more frequently -especially in QSR.

My genuine curiosity, though, was in the kitchen. I have worked in many kitchens and strongly understand menu sizes and labor models. I've seen operations handle 450 covers for lunch with just two cooks and a garde manager. Yet here, with only about 30 diners, six cooks were on the line. The grill station was loaded with fish and burgers being improperly hot-held on a cooling rack -what we call "sandbagging," a practice of pre-cooking food to ease pressure on the kitchen. But with such a light guest load, why was this even necessary?

The State of Hospitality

This experience highlights a growing concern in the hospitality industry: restaurants that fail to uphold their brand standards. Every guest interaction, from the moment they step inside to the moment they leave, shapes their perception of a restaurant AND their brand.

So, what went wrong here? The absence of clear roles and accountability was evident. The first employee I encountered had no interest in seating guests, leaving customers to wait unnecessarily. The lack of communication between front- and back-of-house teams resulted in a frustrated guest leaving mid-dining experience. The kitchen's lack of adherence to best practices in food safety and labor efficiency suggests deeper operational issues.

For restaurant owners and operators, ensuring that the brand truly represents its intended standards requires:

1. Defined Roles & Training: Every staff member should know their responsibilities and understand the importance of seamless service—a simple policy. If you see a guest waiting, acknowledge them -it would have transformed my initial experience.

2. Culture of Accountability: Staff members must take ownership of their roles. The second server, who stepped up to seat guests, instinctively understood this. However, such an initiative should not be the exception; it should be the expectation.

3. Consistent Execution of Standards: Uniform policies, food safety regulations, and kitchen efficiency guidelines exist for a reason. These aren't just aesthetic or bureaucratic rules; they are the backbone of a smooth, professional operation. Leadership needs to set and enforce clear expectations.

4. Stronger Front- and Back-of-House Communication: Guests should never have to chase down staff for basic information. A simple shift meeting at the start of service-"Tonight's soup is X, our featured entree is Y..." would have prevented the issue I witnessed.

5. Operational Efficiency: Labor models and kitchen execution should align with actual demand. Having six cooks on the line for 30 guests and pre-cooking proteins in low-volume service is not just inefficient, it suggests a disconnect between management and real-time operations.

Make no mistake, these are not "nice to haves" -this is restaurant operations 101. These are basics. I know, I am in an airport. I wasn't expecting Michelin-level service or even fine dining. I expect food to be served safely and in a warm, hospitable environment.

Hospitality is not just about serving food; it's about creating an experience. When a restaurant's standards slip, it isn't just a minor inconvenience for one or two guests -it erodes the entire brand. A great restaurant isn't defined solely by its food but by the seamless orchestration of service, professionalism, and care. Guests remember how they were treated just as much as they remember what they ate.

For those in leadership roles, the question is simple: Do you want to run a restaurant where employees are indifferent, guests feel neglected, and corners are cut? Or do you want to cultivate a brand that consistently delivers its promise? Because in hospitality, every detail matters.

HMSHost #restaurant #hospitaity #dining #service