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Gideon Horowitz

@gideon.horowitz

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🏨 Hospitality Pro 🎤 Hospitality Speaker
🔥 Putting out fires (not literally) since '98
📍 Follow for tips, tricks, and tales from the frontline

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#TBT to the days of improv, laughs, and life on the road with these legends! 🎤🎬

Throwing it back to my time with the guys from Impractical Jokers, when we toured as part of an improv comedy troupe The Tenderloins. It wasn’t just about the jokes , but about learning how to roll with the punches. Improv teaches you to think on your feet, a skill that has carried me through countless moments in the hospitality industry.

Whether it’s handling last-minute guest requests or putting out fires (sometimes literally), being able to adapt in real-time is key. That’s something I learned not only from the world of comedy but from working alongside the best. Proud to have shared the stage and the memories with these guys. Improv taught me how to handle just about anything with a smile—both on the stage and on the restaurant floor.
@joe_gatto @salvulcano @therealmurr @impracticaljokersofficial
#ThrowbackThursday #ImpracticalJokers #HospitalityLife #restaurantlife #almostfamous by @gideon.horowitz

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2 years ago

#TBT to my wild ride on NBC’s The Restaurant 🍽🎬

How did I get on The Restaurant, one of the first reality TV shows? I slept outside the casting location the night before to be first in line. The next morning, Mark Burnett (creator of “Survivor”) and Rocco DiSpirito (celebrity chef) walked out and asked, “What are you doing?” I said, “Waiting to be first in line!” Mark handed me a contract on the spot, and just like that—I was on the show.

The drama? I broke my elbow during filming, got demoted from server ➡️ food runner ➡️ host, and even hooked up with a waitress in the restroom on national TV. 😅 Good times! ✨ Gideon’s Tips & Tricks from Reality TV ✨

Be First – Sometimes the best way to make things happen is to show up early. Whether it’s for a casting call or prepping for the dinner rush, being first gives you an edge and gets you noticed.
Seize the Moment – When opportunity knocks, be ready. You never know when sleeping on a sidewalk or saying ‘yes’ will land you a spot on a TV show—or in the restaurant biz, when a guest needs that extra touch to turn their experience around.
Adaptability – When life hands you a broken elbow (or any other challenge), find a way to pivot and contribute. No matter the role—server, food runner, or host—your focus should always be on the guest experience.
Stay Humble – Getting knocked down a peg can teach you more than pushing ahead. My time as a food runner showed me the importance of every position in the restaurant.
Teamwork – Whether you’re on reality TV or running a restaurant on a Friday night, it’s all about the team. No one role is more important than another—it’s the way everyone works together that creates the magic.
Being part of The Restaurant was a wild, sometimes embarrassing, but ultimately invaluable experience. I learned more about myself, hospitality, and how to keep pushing no matter what life throws at you. #restaurantlife @roccodispirito @markburnett13 by @gideon.horowitz

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2 years ago

You can always tell how well you treat your guests by how you treat your last guest.
Sometimes we never actually tell a guest to “get out”… but our actions are screaming it.
Chairs start going up… candles disappear… sauce caddies get emptied into bus tubs… bartenders start cleaning instead of connecting… the music drops… the lights come up… and suddenly the vibe we spent all night creating is gone.
Your guests notice.
And so do the people outside looking through the windows deciding whether they should come in for one last drink.
A few things I try to remind my teams:
• If you wouldn’t do it at 7:00 PM… don’t do it at 11:55 PM.
• Keep the candles out while guests are still enjoying themselves.
• Don’t stack chairs around people who are still dining.
• Don’t let closing side work become more important than hospitality.
• Lower the music gradually… bring the lights up gradually… ease people out of the experience.
• If someone walks in 10 minutes before close, find out who they are, why they’re there and how you can get them back.
• The same thing applies before opening… hospitality exists around your operating hours, not just inside them.
• Watch what people do… not what people say. Your building is communicating with your guests whether you realize it or not.
Late-night sales are built one guest at a time.
You can spend all the money you want on marketing and LSM… but none of it matters if the behaviors inside your restaurant are telling people to leave.
Close the restaurant… not the experience. #hospitality #restaurantmanagement #leadership #guestexperience by @gideon.horowitz

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22 days ago

LINK IN BIO 👆🏻

What do @bartaco, Impractical Jokers, and #CoconutGrove have in common? 🤔🌴
More than you might think.

In the latest episode of Inside The Grove, we sit down with @gideon.horowitz , Regional Manager of bartaco, whose journey from aspiring actor and comedian to hospitality leader has helped shape one of Coconut Grove’s favorite gathering places.

A South Florida native, Gideon shares his childhood memories of the Grove, what it was like performing with the comedy troupe that would later become Impractical Jokers, and why the key to building a successful restaurant isn’t just great food—it’s creating genuine connections with the community.

From hidden gems like bartaco’s Dragonfly Garden to lessons on authentic hospitality, this conversation is full of stories, laughter, and insights about what makes Coconut Grove unlike anywhere else.

🎙️ Watch now on YouTube or listen on Spotify
https://www.youtube.com/watch?v=bGriZFaf6hc&t=1s taken in Bartaco by @gideon.horowitz

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2 months ago

Your Bilities: Crafting the Perfect Schedule

When it comes to scheduling your staff, it’s not just about filling shifts. It’s about strategically placing the right people at the right times to ensure smooth operations and a thriving work environment. This chapter delves into the concept of "Your Bilities," a straightforward yet powerful method to determine which hours and how many hours to allocate to each employee. This performance-based scheduling hinges on three core principles: availability, dependability, and ability.

When staff voice concerns about their schedules—“Why am I not on for more days?” or “Why don’t I work certain shifts?”—they need clear and honest answers. One of the best explanations I’ve ever heard revolves around "Your Bilities." This method not only provides transparency but also encourages employees to enhance their performance and reliability.

Picture this: It’s the end of a busy week, and you’re finalizing the schedule for the next. Sarah, a server, approaches you looking concerned. “I’ve noticed I’m not getting as many evening shifts. Why is that?”
Instead of dodging the question or giving a vague answer, you explain, “Sarah, our scheduling is based on three key factors: your availability, dependability, and ability—your bilities.”
1. Availability
Availability is the foundation of any good schedule. It’s essential to understand when your employees are genuinely available to work. This doesn’t just mean the hours they list but their actual commitment to those hours.

You tell Sarah, “First, let’s look at your availability. I know you’re available for evenings, but I’ve noticed a few instances where you’ve had to leave early or swap shifts. To ensure consistency, I need to know that you’re fully committed to the hours you’ve listed.” This honest conversation helps Sarah realize that true availability goes beyond just being listed on a schedule. It’s about commitment and reliability.

2. Dependability
Dependability is crucial in determining who gets the most hours. Can your team count on each other? Are they punctual, reliable, and consistent in their performance?

“Sarah,” you continue, “dependability is another...(DM me for more) by @gideon.horowitz

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2 years ago

Embracing Your Role as a Manager

As a new manager, one of the most significant shifts you'll experience is understanding and embracing "The Rule of They." This concept is crucial as you transition from being part of the team to leading it.

Understanding "They"
One of the lines I often use with new managers is, "You are now they." When you hear complaints like, "Why don’t they fix it?" or "Why did they write the schedule like that?" or "Why aren’t they closing a section down?"—understand that you are now "they." It's easy to call out what "they" are doing wrong, but you're about to find out what it's like to be "they."
Imagine stepping into your new role and hearing the familiar grumblings of the team. "Why did they change the menu?" "Why aren’t they helping during the rush?" The realization hits—you are now the decision-maker, the one responsible for these choices. This shift in perspective is critical for your growth and effectiveness as a manager.

The next part of The Rule of They is simple yet powerful: "They do what YOU do." Your team watches your every move, and your actions set the standard.

• Lead by Example: If you leave the floor without informing anyone, your team will follow suit. If you chew gum while working, expect them to do the same. Your behavior directly influences theirs.

Consider a busy Friday night. If you, as the manager, step outside for an unscheduled break without notifying anyone, your team will think it’s acceptable to do the same. Soon, you’ll find critical tasks left unattended, leading to chaos. On the other hand, if you consistently communicate and set a positive example, your team will mirror that behavior, resulting in a more organized and efficient environment.

Consistency is Key: Consistency in your actions and expectations reinforces the standards you set. If you enforce policies sporadically, your team will follow suit, leading to inconsistency and confusion.

Imagine you enforce a strict no-phone policy on the floor, but occasionally glance at your own phone. Your team will notice this inconsistency and may feel justified in breaking the rule themselves. However,(DM me for more) by @gideon.horowitz

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2 years ago

The Rule of 3: Why Employees Don’t Do What You Need Them to Do

In my years as a restaurant general manager, I’ve encountered countless situations where employees just don’t get the job done. Here are the three main reasons why:

1. They Can’t
They simply can't do the task. This often points back to the hiring process. Did you ensure the candidate could make eye contact and smile? These basic skills are crucial in hospitality. If they lack these, it’s likely a hiring mistake.

2. They Don’t Know How
This falls on training. Did you train them properly? Use the "tell, show, do" method: tell them what to do, show them how, and then let them do it under supervision. Regular reviews and feedback are essential.

3. They Don’t Care
If an employee knows how to do the task but doesn’t do it, it indicates a lack of motivation or concern. This is where leadership and coaching come in. Start a conversation with these points:

"I know you can do this."
"I know you know how to do this."
"So, the last option is that you don't care."
Being a good coach and leader means understanding these reasons and addressing them appropriately. Sometimes, personal issues affect performance. Open up the conversation, offer support, and ensure you’ve done everything to coach them up before making tough decisions.

#HospitalityManagement #LeadershipTips #EmployeeEngagement #RestaurantLife

Addressing these root causes with patience and empathy fosters a competent, motivated, and cohesive team.

*DM me for speaking engagements* by @gideon.horowitz

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2 years ago

A lot of new managers get stuck because they confuse identifying problems with actually leading.
Most people get promoted because they can point out what’s wrong. They can see issues, spot gaps, notice when something isn’t working. That’s valuable… but it’s only the beginning.
That’s the easy part. That’s the entry-level requirement.
Leadership starts when you become the news.
If the schedule is off… what are you doing to fix it.
If a system is broken… what are you building to prevent it from breaking again.
If something isn’t flowing… what immediate action are you taking to make it better.
Anyone can say “this is wrong.”
Leaders say “here’s what I’m doing about it.”
If you want to grow… stop reporting the news. Be the news. Take action. Create solutions. And leave everything better than you found it. #restaurantlife #restaurantmanagement #hospitality #leadership #fiuhospitality by @gideon.horowitz

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a year ago

Name recognition is one of the most underutilized tools in #hospitality and #restaurantmanagement. Remembering and addressing employees and guests by their names has a profound positive effect on how they relate to you. It gives people the sense of community and helps build a stronger culture for your entire team and your regular guests. by @gideon.horowitz

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2 years ago

Who, Why, How
With each guest that walks into your building, you need to build a culture that automatically behaves with three crucial questions in mind:

Who are they?
Why are they here?
How can we get them back?

The entire existence of your team should revolve around getting answers to these questions. Through the ART of hospitality, we will find these answers and build a strong fan base of regulars who come to us for regular nights out, celebrations, office parties, baby showers, etc. Answering these questions is how you build foot traffic—one guest at a time.

I’m currently training a new manager. He comes from a background where "drive-bys" are the norm—quick, surface-level interactions with guests. He’ll breeze by a table saying, “Hey guys, how’s everything over here? Great!” over and over again..table after table...without really engaging. This needs to change.

We need to instill the "Who, Why, How":

Who are they? Find out where they work, if they live in the area, and if they’re regular visitors.

Why are they here? Are they celebrating something, having a regular night out, or meeting for business?

How can we get them back? Discover their preferences, what's their favorite food, do they have any specific dietary needs, will they be celebrating a new baby or an anniversary?...
I encourage my team to take any advantage they can to find a niche to bring guests back. Whether it’s a gluten-free family member or a CEO looking for a holiday party venue, understanding these details helps tailor the experience and ensure repeat visits.

By focusing on these three questions, we not only provide exceptional service but also create lasting relationships with our guests. It’s these connections that turn first-time visitors into loyal regulars.

#HospitalityTips #CustomerEngagement #RestaurantLife #WhoWhyHow by @gideon.horowitz

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2 years ago

Observations & Insights

One of the more challenging tasks for a new #restaurantmanager in #leadership is coaching employees with bad behaviors.

Your culture is defined by how you communicate with your team, especially when addressing these behaviors. Communicating effectively without discouraging your employees or creating a negative work environment is crucial. However, it’s also your responsibility to coach your teams to improve when you see bad behaviors.

To handle these tough conversations, I’ve found that using two specific phrases can make a significant difference:

“I have an observation I want to share.”

“I would like your insight on it.”

These phrases allow the employee to explain what you observed without feeling accused. This approach leads to a smoother entry into difficult conversations and increases the chances of successfully correcting the behavior.

For example, let’s say you have an employee who frequently uses their cell phone during busy times—a common issue. You might say, “I have an observation to make, and I’d like your insight on it. I saw you on your phone today during the very busy lunch rush. Just wanted your insight on it.” This way, you’re not accusing the employee; you’re simply being inquisitive and seeking to understand why it happened.

This subtle method of coaching opens up a dialogue. There might be something going on at home that you’re not aware of, and this conversation could reveal that. It makes it easier for new managers to coach their employees for the first time and fosters a more positive work environment.

#restaurantTNT #learninganddevelopment

By using observations and seeking insights, you can address bad behaviors effectively while maintaining a positive and supportive workplace culture. This approach not only corrects behaviors but also builds trust and open communication within your team. by @gideon.horowitz

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2 years ago

Think Then Act: Building Confidence in Young Managers

Young managers often struggle with the confidence to make decisions. They’re used to taking direction from their superiors, so when promoted, they find it challenging to think independently. While we don’t want "idiots with initiative," we do want confident managers who can think things through and make sound decisions.

Critical Thinking and Executive Decisions

To be an effective manager, critical thinking is essential. Encourage your team to constantly ask questions:

Why did that happen?
Where did you get that information?
Who would you call for assistance?
Where would you go for that resource?
Who would you email?
This process helps them not just seek help but go through the steps to solve problems independently.

Next is making executive decisions. Managers need the confidence to make calls. This doesn’t mean ignoring advice or skipping research; it means coming up with a solution based on their critical thinking.

As a manager, when you face a problem, analyze it from all angles, gather necessary information, and then make an informed decision. This practice builds your confidence and ensures that you are making well-thought-out executive decisions.

Give your managers the tools and support to develop these skills. Encourage them to think critically and act decisively. With time and practice, they’ll grow more confident in their roles and become effective leaders.

#LeadershipDevelopment #CriticalThinking #ExecutiveDecisions #RestaurantManagement

By fostering an environment where critical thinking and decisive action are valued, you’ll help your young managers transition smoothly and confidently into their new roles. by @gideon.horowitz

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2 years ago