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THE gentleman who stated that the two certainties in life are death and taxes was patently a stranger to the hospitality industry, for he only got it half right.
In our business there are two other absolutes: the first is that our guests never return to ask for less; the second is that operators require a tendency towards masochism.
If I learnt anything in the past 28 years, it was an early recognition that I was happiest on the quality route, no matter how difficult the achievement of overall excellence might be. And cursed, if you like, with such a personal conviction, I knew I would be most at ease by setting out my stall accordingly. I realise too, that it isn't a route open to everybody.
Being an independent operator has been a vital factor in translating a passionately held philosophy into something tangible.
Placing quality people throughout a quality culture is an ongoing challenge for all of us. It is a challenge the hospitality industry must recognise and take the necessary steps to implement - for quality is an attitude of mind, a way of doing things, a personal discipline on each and every level.
Our future will be best served by seeking the bright young people who show an eagerness to please; to be totally involved in our operations, and to progress. We should encourage them to develop their personalities, to have opinions, yet be responsible members of our teams. As an independent, I recognise that it is more difficult for larger operating cultures to lead by personal example and confront individual motivation.
Essential, however, to the success and day-to-day enjoyment of our business is an acknowledgement of two fundamental elements: that we demand of our staff and ourselves the capacity to work unsociable hours in a sociable industry; and that to be generous does not always cost money.
Further, we should encourage staff to be exposed to other environments and to new experiences. Only by their appreciating other quality operations can they identify tangible evidence of what is achievable, and consequently extend their own personal horizons.
Ultimately, of course, all of the foregoing is for the benefit of the customer. It's why we get up in the morning.
And if we agree that our customers never come back for less, we know we must continually strive to raise their levels of expectations, taking them into different areas of our operation, yet always exposing them to real values - sincerity and authenticity - bulletproof qualities which we as a nation enjoy.
Delivering such factors successfully renders our customers our best salespeople. It's how we market our secret. It means taking nothing for granted.
Our own years of apprenticeship should be ongoing, constantly aiming to augment our quest for understanding the art of hospitality and the attention to detail that art demands. But above all, we should be looking to the future positively. o
