The Myth That Won’t Die
If I had a dollar for every time I heard,
“No one wants to work anymore,”
I could retire — and finally open that taco stand on the beach.
But here’s the truth nobody likes to admit:
People want to work. They just don’t want to work for you.
That’s harsh, I know.
But as someone who’s spent decades leading teams from fast-casual to fine dining, I’ve seen the same pattern repeat over and over.
We don’t have a labor problem.
We have a leadership problem.
The Great Restaurant Resignation (a.k.a. “Maybe It’s Us”)
After the pandemic, the narrative was simple:
“Everyone left the industry.”
And yes, many did — because we burned them out, paid them poorly, and told them “this is just how it is.”
Meanwhile, the restaurants that didn’t struggle to rehire?
They had strong cultures, flexible scheduling, and leaders who gave a damn.
Turns out, it wasn’t the industry that people abandoned.
It was bad leadership disguised as “the way things work.”
You Can’t Incentivize People Out of Burnout
I once worked with a restaurant chain that rolled out a “staffing crisis bonus” — $500 if you stayed 90 days.
Guess what happened?
People stayed 90 days… and quit on day 91.
Money keeps people from leaving.
Leadership makes them want to stay.
Your team doesn’t need another bonus program.
They need better managers.
They need empathy, growth, and consistency.
They need to know that when things get tough, you’ll be there — not hiding in the office with “conference call energy.”
The Mirror Test
If your restaurant has a revolving door of staff, it’s time for the Mirror Test.
Ask yourself:
- Do my managers coach, or do they criticize?
- Do I recognize effort, or only results?
- Do I make decisions that make sense to my staff, or just to my spreadsheet?
- When was the last time I actually asked my dishwasher how their week was?
The answers will tell you everything about why your labor “problem” persists.
Culture Is Built in the Small Moments
Culture isn’t the slogan on your wall or the “core values” slide in training.
It’s what happens when the shift hits the fan.
It’s whether your managers jump on the line during a rush.
It’s whether your servers feel safe enough to admit a mistake.
It’s whether your cooks know you’ve got their back when a guest complains about “medium rare” being too pink.
Every eye roll, every sigh, every shrug from a manager — that’s leadership in action.
Good or bad.
The “Employee Shortage” Is Actually a Respect Shortage
I’ve interviewed cooks who’ve told me, “I just want a place where I’m not treated like I’m disposable.”
Think about that for a second.
That’s the bar now — basic human respect.
Meanwhile, we’ve got operators blaming “kids these days” because they don’t want to pull 70-hour weeks without insurance.
It’s not generational laziness. It’s generational clarity.
They know their worth.
And they’re tired of leaders who don’t.
How to Fix It (Without Burning Sage or Hiring a Consultant — Unless It’s Me)
Here’s what works — because I’ve seen it firsthand:
1. Pay fairly, but communicate openly.
People will forgive a slightly lower wage if they trust you. They won’t forgive being lied to.
2. Promote based on people skills, not tenure.
Your best cook isn’t automatically your best manager.
3. Train managers to lead humans, not systems.
Leadership isn’t checking boxes — it’s inspiring behavior.
4. Build feedback loops.
Regular one-on-ones, team surveys, open-door policies. Let them speak.
5. Model balance.
If leadership works seven days a week, your staff will think burnout is the expectation.
Real Example: The 2-Week Turnaround
One brand I worked with was losing 30% of their staff every month. They were convinced it was pay.
Turns out, it was tone.
Their GM never said thank you. Never gave feedback. Never took a break.
We replaced him with someone empathetic, set weekly check-ins, and gave servers ownership over sidework systems.
In two weeks, turnover dropped 80%.
Not because of money.
Because people felt heard.
Hospitality Starts at Home
We talk about “creating amazing guest experiences,” but the guest experience mirrors the employee experience.
If your team doesn’t feel respected, valued, and supported — your guests will feel it too.
You can’t serve joy if you’re living in misery.
Hospitality isn’t something you give to guests.
It’s something you build inside your team first.
At Kuypers Creative, We Build Leadership From the Inside Out
At Kuypers Creative, we don’t just market restaurants — we rebuild them from the cultural core.
We help leaders rediscover how to inspire, not just instruct.
We design training systems that develop people, not robots.
And we turn “labor problems” into thriving, loyal teams.
Because leadership isn’t a title.
It’s a choice — made every day, by example.
Final Thought: The Best Recruiting Tool Is a Great Manager
Stop chasing “help wanted” miracles.
Start building “I love working here” environments.
If your team feels valued, they’ll find you more employees faster than any recruiter ever could.
Word-of-mouth isn’t just for guests — it’s for staff, too.
So next time you hear, “Nobody wants to work anymore,” just smile.
Because in your restaurant, they do.
About Kuypers Creative
At Kuypers Creative, we help restaurant brands build better systems, stories, and teams. Real leadership. Real connection. Real growth.
👉 Visit KuypersCreative.com or connect with Robert W. Kuypers on LinkedIn.
