Hospitality Restaurant Quotes

But depression wasn't the word. This was a plunge encompassing sorrow and revulsion far beyond the personal: a sick, drenching nausea at all humanity and human endeavor from the dawn of time. The writhing loathsomeness of the biological order. Old age, sickness, death. No escape for anyone. Even the beautiful ones were like soft fruit about to spoil. And yet somehow people still kept fucking and breeding and popping out new fodder for the grave, producing more and more new beings to suffer like this was some kind of redemptive, or good, or even somehow morally admirable thing: dragging more innocent creatures into the lose-lose game. Squirming babies and plodding, complacent, hormone-drugged moms. Oh, isn't he cute? Awww. Kids shouting and skidding in the playground with no idea what future Hells await them: boring jobs and ruinous mortgages and bad marriages and hair loss and hip replacements and lonely cups of coffee in an empty house and a colostomy bag at the hospital. Most people seemed satisfied with the thin decorative glaze and the artful stage lighting that sometimes, made the bedrock atrocity of the human predicament look somewhat more mysterious or less abhorrent. People gambled and golfed and planted gardens and traded stocks and had sex and bought new cars and practiced yoga and worked and prayed and redecorated their homes and got worked up over the news and fussed over their children and gossiped about their neighbors and pored over restaurant reviews and founded charitable organizations and supported political candidates and attended the U.S. Open and dined and travelled and distracted themselves with all kinds of gadgets and devices, flooding themselves incessantly with information and texts and communication and entertainment from every direction to try to make themselves forget it: where we were, what we were. But in a strong light there was no good spin you could put on it. It was rotten from top to bottom.

The bragging was the worst. I hear this in schools all over the country, in cafés and restaurants, in bars, on the Internet, for Pete's sake, on buses, on sidewalks: Women yammering about how little they eat. Oh, I'm Starving, I haven't eaten all day, I think I'll have a great big piece of lettuce, I'm not hungry, I don't like to eat in the morning (in the afternoon, in the evening, on Tuesdays, when my nails aren't painted, when my shin hurts, when it's raining, when it's sunny, on national holidays, after or before 2 A.M.). I heard it in the hospital, that terrible ironic whine from the chapped lips of women starving to death, But I'm not hun-greeee. To hear women tell it, we're never hungry. We live on little Ms. Pac-Man power pellets. Food makes us queasy, food makes us itchy, food is too messy, all I really like to eat is celery. To hear women tell it we're ethereal beings who eat with the greatest distaste, scraping scraps of food between our teeth with our upper lips curled. For your edification, it's bullshit.

For instance, if you woke up in the middle of the night and saw a masked woman trying to crawl through your bedroom window, you might call your mother or father to help you push her back out. If you found yourself hopelessly lost in the middle of a strange city, you might ask the police to give you a ride home. And if you were an author locked in an Italian restaurant that was slowly filling up with water, you might call upon your acquaintances in the locksmith, pasta, and sponge business to come and rescue you.

Operating theaters are not nearly as popular as dramatic theaters, musical theaters, and movie theaters, and it is easy to see why. A dramatic theater is a large, dark room in which actors perform a play, and if you are in the audience, you can enjoy yourself by listening to the dialog and looking at the costumes. A musical theater is a large, dark room in which musicians preform a symphony, and if you are in the audience you can enjoy yourself by listening to the melodies and watching the conductor wave his little stick around. And a movie theater is a large, dark room in which a projectionist shows a film, and if you are in the audience, you can enjoy yourself by eating popcorn and gossiping about movie stars. But an operating theater is a large, dark room in which doctors preform medical procedures, and if you are in the audience, the best thing to do is to leave at once because there is never anything on display in an operating theater but pain, suffering and discomfort, and for this reason most operating theaters have been closed down or have been turned into restaurants.

If you are like most people, you have an assortment of friends and family you can call upon in times of trouble. For instance, if you woke up in the middle of the night and saw a masked woman trying to crawl through your bedroom window, you might call your mother or father to help you push her back out. If you found yourself hopelessly lost in the middle of a strange city, you might ask the police to give you a ride home. And if you were an author locked in an Italian restaurant that was slowly filling up with water, you might call upon your acquaintances in the locksmith, pasta, and sponge business to come and rescue you.

In Denmark, “social trust”—a general feeling that you trust your fellow citizens and the pillar institutions of government, law courts, police, hospitals, and so on—is generally found to be the highest in the world. A perfect example of Danish “social trust” is the image of babies sleeping in carriages outside a restaurant while the parents eat inside. You might say, “But no one is watching!” A Dane will say, “Everyone is watching.

Modern elevators are strange and complex entities. The ancient electric winch and “maximum-capacity-eight-persons" jobs bear as much relation to a Sirius Cybernetics Corporation Happy Vertical People Transporter as a packet of mixed nuts does to the entire west wing of the Sirian State Mental Hospital. This is because they operate on the curious principle of “defocused temporal perception.” In other words they have the capacity to see dimly into the immediate future, which enables the elevator to be on the right floor to pick you up even before you knew you wanted it, thus eliminating all the tedious chatting, relaxing and making friends that people were previously forced to do while waiting for elevators. Not unnaturally, many elevators imbued with intelligence and precognition became terribly frustrated with the mindless business of going up and down, up and down, experimented briefly with the notion of going sideways, as a sort of existential protest, demanded participation in the decision-making process and finally took to squatting in basements sulking. An impoverished hitchhiker visiting any planets in the Sirius star system these days can pick up easy money working as a counselor for neurotic elevators.

My appreciation of the power of hospitality and my desire to harness it have been the greatest contributors to whatever success my restaurants and businesses have had. I’ve learned how crucially important it is to put hospitality to work, first for the people who work for me and subsequently for all the other people and stakeholders who are in any way affected by our business—in descending order, our guests, community, suppliers, and investors. I call this way of setting priorities “enlightened hospitality.” It stands some more traditional business approaches on their head, but it’s the foundation of every business decision and every success we’ve had.

A restaurant is good when the cooking is better than your own.

I was extremely curious about the alternatives to the kind of life I had been leading, and my friends and I exchanged rumors and scraps of information we dug from official publications. I was struck less by the West's technological developments and high living standards than by the absence of political witch-hunts, the lack of consuming suspicion, the dignity of the individual, and the incredible amount of liberty. To me, the ultimate proof of freedom in the West was that there seemed to be so many people there attacking the West and praising China. Almost every other day the front page of Reference, the newspaper which carded foreign press items, would feature some eulogy of Mao and the Cultural Revolution. At first I was angered by these, but they soon made me see how tolerant another society could be. I realized that this was the kind of society I wanted to live in: where people were allowed to hold different, even outrageous views. I began to see that it was the very tolerance of oppositions, of protesters, that kept the West progressing. Still, I could not help being irritated by some observations. Once I read an article by a Westerner who came to China to see some old friends, university professors, who told him cheerfully how they had enjoyed being denounced and sent to the back end of beyond, and how much they had relished being reformed. The author concluded that Mao had indeed made the Chinese into 'new people' who would regard what was misery to a Westerner as pleasure. I was aghast. Did he not know that repression was at its worst when there was no complaint? A hundred times more so when the victim actually presented a smiling face? Could he not see to what a pathetic condition these professors had been reduced, and what horror must have been involved to degrade them so? I did not realize that the acting that the Chinese were putting on was something to which Westerners were unaccustomed, and which they could not always decode. I did not appreciate either that information about China was not easily available, or was largely misunderstood, in the West, and that people with no experience of a regime like China's could take its propaganda and rhetoric at face value. As a result, I assumed that these eulogies were dishonest. My friends and I would joke that they had been bought by our government's 'hospitality." When foreigners were allowed into certain restricted places in China following Nixon's visit, wherever they went the authorities immediately cordoned off enclaves even within these enclaves. The best transport facilities, shops, restaurants, guest houses and scenic spots were reserved for them, with signs reading "For Foreign Guests Only." Mao-tai, the most sought-after liquor, was totally unavailable to ordinary Chinese, but freely available to foreigners. The best food was saved for foreigners. The newspapers proudly reported that Henry Kissinger had said his waistline had expanded as a result of the many twelve-course banquets he enjoyed during his visits to China. This was at a time when in Sichuan, "Heaven's Granary," our meat ration was half a pound per month, and the streets of Chengdu were full of homeless peasants who had fled there from famine in the north, and were living as beggars. There was great resentment among the population about how the foreigners were treated like lords. My friends and I began saying among ourselves: "Why do we attack the Kuomintang for allowing signs saying "No Chinese or Dogs" aren't we doing the same? Getting hold of information became an obsession. I benefited enormously from my ability to read English, as although the university library had been looted during the Cultural Revolution, most of the books it had lost had been in Chinese. Its extensive English-language collection had been turned upside down, but was still largely intact.

dining restaurant Canlis, which The New York Times later called “Seattle’s fanciest, finest restaurant for more than 60 years.” His dad, Chris Canlis, ran the restaurant for thirty years before eventually turning it over to Brian and his brother Mark. (And if you want a case study of how a business can build loyalty and strengthen community in the midst of a restaurant-devastating global pandemic, check out Canlis’s Instagram account for 2020.)

FOR SOME TIME, I have believed that everyone should be allowed to have, say, ten things that they dislike without having to justify or explain to anyone why they don’t like them. Reflex loathings, I call them. Mine are: Power walkers. Those vibrating things restaurants give you to let you know when a table is ready. Television programs in which people bid on the contents of locked garages. All pigeons everywhere, at all times. Lawyers, too. Douglas Brinkley, a minor academic and sometime book reviewer whose powers of observation and generosity of spirit would fit comfortably into a proton and still leave room for an echo. Color names like taupe and teal that don’t mean anything. Saying that you are going to “reach out” to someone when what you mean is that you are going to call or get in touch with them. People who give their telephone number so rapidly at the end of long phone messages that you have to listen over and over and eventually go and get someone else to come and listen with you, and even then you still can’t get it. Nebraska. Mispronouncing “buoy.” The thing that floats in a navigation channel is not a “boo-ee.” It’s a “boy.” Think about it. Would you call something that floats “boo-ee-ant”? Also, in a similar vein, pronouncing Brett Favre’s last name as if the “r” comes before the “v.” It doesn’t, so stop it. Hotel showers that don’t give any indication of which way is hot and which cold. All the sneaky taxes, like “visitor tax” and “hospitality tax” and “fuck you because you’re from out of town tax,” that are added to hotel bills. Baseball commentators who get bored with the game by about the third inning and start talking about their golf game or where they ate last night. Brett Favre. I know that is more than ten, but this is my concept, so I get some bonus ones.

Porcophilia can also be used for oppressive and repressive purposes. In medieval Spain, where Jews and Muslims were compelled on pain of death and torture to convert to Christianity, the religious authorities quite rightly suspected that many of the conversions were not sincere. Indeed, the Inquisition arose partly from the holy dread that secret infidels were attending Mass—where of course, and even more disgustingly, they were pretending to eat human flesh and drink human blood, in the person of Christ himself. Among the customs that arose in consequence was the offering, at most events formal and informal, of a plate of charcuterie. Those who have been fortunate enough to visit Spain, or any good Spanish restaurant, will be familiar with the gesture of hospitality: literally dozens of pieces of differently cured, differently sliced pig. But the grim origin of this lies in a constant effort to sniff out heresy, and to be unsmilingly watchful for giveaway expressions of distaste. In the hands of eager Christian fa-natics, even the toothsome jamón Ibérico could be pressed into service as a form of torture.

Some of the city legislators, whose concern for appropriate names and the maintenance of the city's landmarks was the principal part of their political life, saw to it that "Doctor Street" was never used in any official capacity. And since they knew that only Southside residents kept it up, they had notices posted in the stores, barbershops, and restaurants in that part of the city saying that the avenue running northerly and southerly from Shore Road fronting the lake to the junction of routes 6 and 2 leading to Pennsylvania, and also running parallel to and between Rutherford Avenue and Broadway, had always been and would always be known as Mains Avenue and not Doctor Street. It was a genuinely clarifying public notice because it gave Southside residents a way to keep their memories alive and please the city legislators as well. They called it Not Doctor Street, and were inclined to call the charity hospital at its northern end No Mercy Hospital since it was 1931, on the day following Mr. Smith's leap from its cupola, before the first colored expectant mother was allowed to give birth inside its wards and not on its steps.

The waves of refugees who washed into London, escaping from Hitler, and then from Stalin, were bone-poor, often threadbare, and lived as they could on a translation here, a book review, language lessons. They worked as hospital porters, on building sites, did housework. There were a few cafés and restaurants as poor as they were, catering for their nostalgic need to sit and drink coffee and talk politics and literature. They were from universities all over Europe, and were intellectuals, a word guaranteed to incite waves of suspicion in the breasts of the xenophobic philistine British, who did not necessarily think it a commendation when they admitted that these newcomers were so much better educated than they were.

Speaking to a foreigner was the dream of every student, and my opportunity came at last. When I got back from my trip down the Yangtze, I learned that my year was being sent in October to a port in the south called Zhanjiang to practice our English with foreign sailors. I was thrilled. Zhanjiang was about 75 miles from Chengdu, a journey of two days and two nights by rail. It was the southernmost large port in China, and quite near the Vietnamese border. It felt like a foreign country, with turn-of-the-century colonial-style buildings, pastiche Romanesque arches, rose windows, and large verandas with colorful parasols. The local people spoke Cantonese, which was almost a foreign language. The air smelled of the unfamiliar sea, exotic tropical vegetation, and an altogether bigger world. But my excitement at being there was constantly doused by frustration. We were accompanied by a political supervisor and three lecturers, who decided that, although we were staying only a mile from the sea, we were not to be allowed anywhere near it. The harbor itself was closed to outsiders, for fear of 'sabotage' or defection. We were told that a student from Guangzhou had managed to stow away once in a cargo steamer, not realizing that the hold would be sealed for weeks, by which time he had perished. We had to restrict our movements to a clearly defined area of a few blocks around our residence. Regulations like these were part of our daily life, but they never failed to infuriate me. One day I was seized by an absolute compulsion to get out. I faked illness and got permission to go to a hospital in the middle of the city. I wandered the streets desperately trying to spot the sea, without success. The local people were unhelpful: they did not like non-Cantonese speakers, and refused to understand me. We stayed in the port for three weeks, and only once were we allowed, as a special treat, to go to an island to see the ocean. As the point of being there was to talk to the sailors, we were organized into small groups to take turns working in the two places they were allowed to frequent: the Friendship Store, which sold goods for hard currency, and the Sailors' Club, which had a bar, a restaurant, a billiards room, and a ping-pong room. There were strict rules about how we could talk to the sailors. We were not allowed to speak to them alone, except for brief exchanges over the counter of the Friendship Store. If we were asked our names and addresses, under no circumstances were we to give our real ones. We all prepared a false name and a nonexistent address. After every conversation, we had to write a detailed report of what had been said which was standard practice for anyone who had contact with foreigners. We were warned over and over again about the importance of observing 'discipline in foreign contacts' (she waifi-lu). Otherwise, we were told, not only would we get into serious trouble, other students would be banned from coming.

Did you take me here so we'd relax, or so we'd be on safe ground because we're among lots and lots of people?" He set down his glass, folding his hands on the table and leaning forward. "I took you here because the food and the sangria are great, and because it's far away from offices and hospitals. As for safe ground, I told you, there is none." His voice lowered, took on a rough, provocative quality that sent shivers up her spine. "The crowd's irrelevant. The setting's irrelevant. I want you no matter where we are and no matter who we're with. I think you know that. What I want to do with you can't be done in a restaurant—any restaurant, busy or quiet. It requires total privacy, long uninterrupted hours, and a very big bed." He paused. "Actually, the bed is optional. I could improvise.

Health officials soon traced the outbreak of food poisoning to undercooked hamburgers served at local Jack in the Box restaurants. Tests of the hamburger patties disclosed the presence of E. coli 0157:H7. Jack in the Box issued an immediate recall of the contaminated ground beef, which had been supplied by the Vons Companies, Inc., in Arcadia, California. Nevertheless, more than seven hundred people in at least four states were sickened by Jack in the Box hamburgers, more than two hundred people were hospitalized, and four died. Most of the victims were children. One of the first to become ill, Lauren Beth Rudolph, ate a hamburger at a San Diego Jack in the Box a week before Christmas. She was admitted to the hospital on Christmas Eve, suffered terrible pain, had three heart attacks, and died in her mother’s arms on December 28, 1992. She was six years old.

Last year we stepped onto an elevator. We politely asked the white lady behind us If she could please take the next lift To continue social distancing. Her face flared up like a cross in the night. Are you kidding me? she yelled, Like we'd just declared Elevators for us only Or Yous must enter from the back Or No yous or dogs allowed Or We have the right to refuse Humanity to anyone Why it's so perturbing for privileged groups to follow restrictions of place & personhood. Doing so means for once wearing the chains their power has shackled on the rest of us. It is to surrender the one difference that kept them separate & thus superior. Meanwhile, for generations we've stayed home, [segre] gated, kept out of parks, kept out of playgrounds, kept out of pools, kept out of public spaces, kept out of outside spaces, kept out of outer space, kept out of movie theaters, kept out of malls, kept out of restrooms, kept out of restaurants, kept out of taxis, kept out of buses, kept out of beaches, kept out of ballot boxes, kept out of office, kept out of the army, kept out of the hospitals, kept out of hotels, kept out of clubs, kept out of jobs, kept out of schools, kept out of sports, kept out of streets, kept out of water, kept out of land, kept out of kept in kept from kept behind kept below kept down kept without life. Some were asked to walk a fraction / of our exclusion for a year & it almost destroyed all they thought they were. Yet here we are. Still walking, still kept.

Kids shouting and skidding in the playground with no idea what future Hells awaited them: boring jobs and ruinous mortgages and bad marriages and hair loss and hip replacements and lonely cups of coffee in an empty house and a colostomy bag at the hospital. Most people seemed satisfied with the thin decorative glaze and the artful stage lighting that, sometimes, made the bedrock atrocity of the human predicament look somewhat more mysterious or less abhorrent. People gambled and golfed and planted gardens and traded stocks and had sex and bought new cars and practiced yoga and worked and prayed and redecorated their homes and got worked up over the news and fussed over their children and gossiped about their neighbors and pored over restaurant reviews and founded charitable organizations and supported political candidates and attended the U.S. Open and dined and travelled and distracted themselves with all kinds of gadgets and devices, flooding themselves incessantly with information and texts and communication and entertainment from every direction to try to make themselves forget it: where we were, what we were. But in a strong light there was no good spin you could put on it. It was rotten top to bottom. Putting your time in at the office; dutifully spawning your two point five; smiling politely at your retirement party; then chewing on your bedsheet and choking on your canned peaches at the nursing home. It was better never to have been born—never to have wanted anything, never to have hoped for anything.

For all the allure of speciously stress-free suburbs, for all the grinding of city life, cities endure. And when all those diverse energies are harnessed, and those choices, private and public, cohere, and all the bargains made in a million ways every day hold up, then a city flourishes and is the most stimulating center for life, and the most precious artifact, a culture can create. Think of great cities large and small (size, as with any work of art, does not necessarily determine value) and, in addition to nodes of government, commerce, law, hospitals, libraries, and newspapers will come to mind, as will restaurants and theaters and houses of worship and museums and opera houses and galleries and universities. And so will stadia and arenas and parks. In short, once finds not simply commerce but culture, not simply work but leisure, not only negotium but otium, not simply that which ennobles but also that which perfects us. Such has forever been the ultimate purpose of a city, to mirror our higher state, not simply to shelter us from wind and rain. As with leisure, so with the city: It is the setting to make us not the best that Nature can make us, but to manifest the best we, humankind, adding Art to Nature, can make us.

Gaeltacht region. You can easily spend three fun nights here. In comparison, Kenmare (the best base for the Ring of Kerry loop) is pleasant but forgettable. Those spending a night on the west end of the Ring of Kerry find a rustic atmosphere in Portmagee (the base for a cruise to magical Skellig Michael). Both regions are beyond the reach of the Irish train system and require a car or spotty bus service to access. Both offer memorable scenery, great restaurants, warm B&B hospitality, and similar prices. The bottom line: With limited time, choose Dingle. If you have a day or two to spare, the Ring of Kerry is also a delight.

9:12 P.M.—GROUND ZERO, WASHINGTON, D.C. Without warning, the capital of the United States was obliterated. At precisely 9:12 p.m. Eastern, in a millisecond of time, in a blinding flash of light, the White House simply ceased to exist, as did everything and everyone else for miles in every direction. No sooner had the first missile detonated in Lafayette Park than temperatures soared into the millions of degrees. The firestorm and blast wave that followed consumed everything in its path. Gone was the Treasury building, and with it the headquarters of the United States Secret Service. Gone was the FBI building, and the National Archives, and the Supreme Court, and the U.S. Capitol and all of its surrounding buildings. Wiped away was every monument, every museum, every restaurant, every hotel, every hospital, every library and landmark of any kind, every sign of civilization.

products.” The Global Positioning System (GPS) uses spread spectrum. So does the U.S. military’s $41 billion MILSATCOM satellite communications network. Wireless local area networks (wLANs) use spread spectrum, as do wireless cash registers, bar-code readers, restaurant menu pads, and home control systems. So does Qualcomm’s Omni-TRACS mobile information system for commercial trucking fleets. So do unmanned aerial vehicles (UAVs), electronic automotive subsystems, aerial and maritime mobile broadband, wireless access points, digital watermarking, and much more. A study done for Microsoft in 2009 estimated the minimum economic value of spread-spectrum Wi-Fi in homes and hospitals and RFID tags in clothing retail outlets in the U.S. as $16–$37 billion per year. These uses, the study notes, “only account for 15% of the total projected market for unlicensed [spectrum] chipsets in 2014, and therefore significantly underestimates the total value being generated in unlicensed usage over this time period.” A market of which 15 percent is $25 billion would be a $166 billion market.

They did not speak of this together. At night he worked downstairs while she slept, and during the morning she managed the restaurant alone. When they worked together he stayed behind the cash register and looked after the kitchen and the tables, as was their custom. They did not talk except on matters of business, but Biff would stand watching her with his face puzzled. Then in the afternoon of the eighth of October there was a sudden cry of pain from the room where they slept. Biff hurried upstairs. Within an hour they had taken Alice to the hospital and the doctor had removed from her a tumor almost the size of a new-born child. And then within another hour Alice was dead. Biff sat by her bed at the hospital in stunned reflection. He had been present when she died. Her eyes had been drugged and misty from the ether and then they hardened like glass. The nurse and the doctor withdrew from the room. He continued to look into her face. Except for the bluish pallor there was little difference. He noted each detail about her as though he had not watched her every day for twenty-one years. Then gradually as he sat there his thoughts turned to a picture that had long been stored inside him.

Christina died of a stroke in the fall of 1971, at the age of sixty-one. June watched the nurses take her mother's body away. Standing there in the hospital, June felt like she'd been caught in an undertow. How had she ended up here? One woman all alone, with four kids, and a restaurant she had never wanted. The day after the funeral, June took the kids to school. She dropped Kit off at the elementary building and then drove Nina, Jay, and Hud to junior high. When they pulled into the drop-off circle, Jay and Hud took off. But Nina turned back, put her hand on the door handle, and looked at her mother. 'Are you sure you're OK?' Nina asked. 'I could stay home. Help you at the restaurant.' 'No, honey,' June said, taking her daughter's hand. 'If you feel up for going to school, then that's where you should be.' 'OK,' Nina said. 'But if you need me, come get me.' 'How about we think of it the other way around?' June said, smiling. 'If you need me, have the office call me.' Nina smiled. 'OK' June felt herself about to cry and so she put her sunglasses over her eyes and pulled out of the parking lot. She drove, with the window down, to Pacific Fish. She pulled in and put on the parking brake. She took a deep breath. She got out of the car and stood there, staring up at the restaurant with a sense of all that she had inherited. It was hers now, whatever that meant. She lit a cigarette.

Emergency food has become very useful indeed, and to a very large assortment of people and institutions. The United States Department of Agriculture uses it to reduce the accumulation of embarrassing agricultural surpluses. Business uses it to dispose of nonstandard or unwanted product, to protect employee morale and avoid dump fees, and, of course, to accrue tax savings. Celebrities use it for exposure. Universities and hospitals, as well as caterers and restaurants, use it to absorb leftovers. Private schools use it to teach ethics, and public schools use it to instill a sense of civic responsibility. Churches use it to express their concern for the least of their brethren, and synagogues use it to be faithful to the tradition of including the poor at the table. Courts use it to avoid incarcerating people arrested for Driving While Intoxicated and a host of other offense. Environmentalists use it to reduce the solid waste stream. Penal institutions use it to create constructive outlets for the energies of their inmates, and youth-serving agencies of all sorts use it to provide service opportunities for young people. Both profit-making and nonprofit organizations use it to absorb unneeded kitchen and office equipment. A wide array of groups, organizations, and institutions benefits from the halo effect of 'feeding the hungry,' and this list does not even include the many functions for ordinary individuals--companionship, exercise, meaning, and purpose. . .If we didn't have hunger, we'd have to invent it.

I use the following scenario in my classes to illustrate the nature of the moral circle. Imagine, I ask my students, that your best friend just got a job waiting tables at a restaurant. To celebrate with her you arrange with friends to go to the restaurant to eat dinner on her first night. You ask to be seated in her section and look forward to surprising her and, later, leaving her a big tip. Soon your friend arrives at your table, sweating and stressed out. She is having a terrible night. Things are going badly and she is behind getting food and drinks out. So, I ask my students, what do you do? Easily and naturally the students respond, “We’d say, ‘Don’t worry about us. Take care of everyone else first.’” I point out to the students that this response is no great moral struggle. It’s a simple and easy response. Like breathing. It is just natural to extend grace to a suffering friend. Why? Because she is inside our moral circle. But imagine, I continue with the students, that you go out to eat tonight with some friends. And your server, whom you vaguely notice seems stressed out, performs poorly. You don’t get good service. What do you do in that situation? Well, since this stranger is not a part of our moral circle, we get frustrated and angry. The server is a tool and she is not performing properly. She is inconveniencing us. So, we complain to the manager and refuse to tip. In the end, we fail to treat another human being with mercy and dignity. Why? Because in a deep psychological sense, this server wasn’t really “human” to us. She was a part of the “backdrop” of our lives, part of the teeming anonymous masses toward which I feel indifference, fear, or frustration. The server is on the “outside” of my moral circle.

But depression wasn’t the word. This was a plunge encompassing sorrow and revulsion far beyond the personal: a sick, drenching nausea at all humanity and human endeavor from the dawn of time. The writhing loathsomeness of the biological order. Old age, sickness, death. No escape for anyone. Even the beautiful ones were like soft fruit about to spoil. And yet somehow people still kept fucking and breeding and popping out new fodder for the grave, producing more and more new beings to suffer like this was some kind of redemptive, or good, or even somehow morally admirable thing: dragging more innocent creatures into the lose-lose game. Squirming babies and plodding, complacent, hormone-drugged moms. Oh, isn’t he cute? Awww. Kids shouting and skidding in the playground with no idea what future Hells awaited them: boring jobs and ruinous mortgages and bad marriages and hair loss and hip replacements and lonely cups of coffee in an empty house and a colostomy bag at the hospital. Most people seemed satisfied with the thin decorative glaze and the artful stage lighting that, sometimes, made the bedrock atrocity of the human predicament look somewhat more mysterious or less abhorrent. People gambled and golfed and planted gardens and traded stocks and had sex and bought new cars and practiced yoga and worked and prayed and redecorated their homes and got worked up over the news and fussed over their children and gossiped about their neighbors and pored over restaurant reviews and founded charitable organizations and supported political candidates and attended the U.S. Open and dined and travelled and distracted themselves with all kinds of gadgets and devices, flooding themselves incessantly with information and texts and communication and entertainment from every direction to try to make themselves forget it: where we were, what we were. But in a strong light there was no good spin you could put on it. It was rotten top to bottom. Putting your time in at the office; dutifully spawning your two point five; smiling politely at your retirement party; then chewing on your bedsheet and choking on your canned peaches at the nursing home. It was better never to have been born—never to have wanted anything, never to have hoped for anything.

The first thing I see when I get home from the hospital after midnight is the glint of the stainless steel oven in the semidarkness of the kitchen. The air smells sweet and eggy. I walk to the oven and pull open the door. Six white ramekins hold six perfect-looking crème caramels, and I wonder if they're safe to eat. It's been more than three hours since I turned off the oven. I remember a Swedish chef telling me years ago when I worked as a prep cook that unrefrigerated food will keep for four hours, but he also cleaned his fingernails with the tip of his chef's knife, so who knows. I pick up one of the dishes and sniff it. It smells fine. Without taking off my coat, I dig into a drawer for a spoon and eat the crème caramel in five seconds flat. The texture is silky and it tastes sweet and custardy, if not perfect. I pull the rest of the dishes from the oven to put in the fridge, telling myself one was enough. An extra treat at the end of a hard day. I've put three ramekins into the refrigerator when I can't stand it and dig into the second, eating more slowly this time, slipping out of my coat, savoring the custard on my tongue. Two is definitely enough, I'm thinking as I lick the inside of the cup, two is perfect. I'm picking up the remaining cup to put in the fridge but I turn instead, head for the bedroom with ramekin in hand. At least wait until you've gotten undressed and in bed, I told myself, surely you can wait. I make it as far as the doorway and I'm digging my spoon into a third caramel. Don't beat yourself up, I think when I'm done, it's just fake eggs and skim milk, a little sugar. It's for Cooking for Life, for God's sake, it can't be bad for you, but I feel bad somehow as I finish off the third ramekin. Okay, I'm satisfied now, I tell myself, and I can go to sleep. I get undressed , pull on my T-shirt and flannel boxers, head for the bathroom to brush my teeth, but suddenly I'm taking a detour to the kitchen, opening the fridge, staring at the three remaining custards. If I eat just one more, there'll be two left and I can take them to share with Benny tomorrow. That won't be so bad. I pick up the fourth ramekin, close the fridge, and eat as slowly as I can to truly appreciate the flavor. Restaurant desserts are easily as big as four of these little things.

Sylphid was beginning to play professionally, and she was subbing as second harpist in the orchestra at Radio City Music Hall. She was called pretty regularly, once or twice a week, and she’d also got a job playing at a fancy restaurant in the East Sixties on Friday night. Ira would drive her from the Village up to the restaurant with her harp and then go and pick her and the harp up when she finished. He had the station wagon, and he’d pull up in front of the house and go inside and have to carry it down the stairs. The harp is in its felt cover, and Ira puts one hand on the column and one hand in the sound hole at the back and he lifts it up, lays the harp on a mattress they keep in the station wagon, and drives Sylphid and the harp uptown to the restaurant. At the restaurant he takes the harp out of the car and, big radio star that he is, he carries it inside. At ten-thirty, when the restaurant is finished serving dinner and Sylphid’s ready to come back to the Village, he goes around to pick her up and the whole operation is repeated. Every Friday. He hated the physical imposition that it was—those things weigh about eighty pounds—but he did it. I remember that in the hospital, when he had cracked up, he said to me, ‘She married me to carry her daughter’s harp! That’s why the woman married me! To haul that fucking harp!’ “On those Friday night trips, Ira found he could talk to Sylphid in ways he couldn’t when Eve was around. He’d ask her about being a movie star’s child. He’d say to her, ‘When you were a little girl, when did it dawn on you that something was up, that this wasn’t the way everyone grew up?’ She told him it was when the tour buses went up and down their street in Beverly Hills. She said she never saw her parents’ movies until she was a teenager. Her parents were trying to keep her normal and so they downplayed those movies around the house. Even the rich kid’s life in Beverly Hills with the other movie stars’ kids seemed normal enough until the tour buses stopped in front of her house and she could hear the tour guide saying, ‘This is Carlton Pennington’s house, where he lives with his wife, Eve Frame.’ “She told him about the production that birthday parties were for the movie stars’ kids—clowns, magicians, ponies, puppet shows, and every child attended by a nanny in a white nurse’s uniform. At the dining table, behind every child would be a nanny. The Penningtons had their own screening room and they ran movies. Kids would come over. Fifteen, twenty kids.

But depression wasn’t the word. This was a plunge encompassing sorrow and revulsion far beyond the personal: a sick, drenching nausea at all humanity and human endeavor from the dawn of time. The writhing loathsomeness of the biological order. Old age, sickness, death. No escape for anyone. Even the beautiful ones were like soft fruit about to spoil. And yet somehow people still kept fucking and breeding and popping out new fodder for the grave, producing more and more new beings to suffer like this was some kind of redemptive, or good, or even somehow morally admirable thing: dragging more innocent creatures into the lose-lose game. Squirming babies and plodding, complacent, hormone-drugged moms. Oh, isn’t he cute? Awww. Kids shouting and skidding in the playground with no idea what future Hells awaited them: boring jobs and ruinous mortgages and bad marriages and hair loss and hip replacements and lonely cups of coffee in an empty house and a colostomy bag at the hospital. Most people seemed satisfied with the thin decorative glaze and the artful stage lighting that, sometimes, made the bedrock atrocity of the human predicament look somewhat more mysterious or less abhorrent. People gambled and golfed and planted gardens and traded stocks and had sex and bought new cars and practiced yoga and worked and prayed and redecorated their homes and got worked up over the news and fussed over their children and gossiped about their neighbors and pored over restaurant reviews and founded charitable organizations and supported political candidates and attended the U.S. Open and dined and travelled and distracted themselves with all kinds of gadgets and devices, flooding themselves incessantly with information and texts and communication and entertainment from every direction to try to make themselves forget it: where we were, what we were. But in a strong light there was no good spin you could put on it. It was rotten top to bottom. Putting your time in at the office; dutifully spawning your two point five; smiling politely at your retirement party; then chewing on your bedsheet and choking on your canned peaches at the nursing home. It was better never to have been born—never to have wanted anything, never to have hoped for anything. And all this mental thrashing and tossing was mixed up with recurring images, or half-dreams, of Popchik lying weak and thin on one side with his ribs going up and down—I’d forgotten him somewhere, left him alone and forgotten to feed him, he was dying—over and over, even when he was in the room with me, head-snaps where I started up guiltily, where is Popchik; and this in turn was mixed up with head-snapping flashes of the bundled pillowcase, locked away in its steel coffin.

He ran long at the White House, and arrived late to his next meeting with Hillary Clinton, Jake Sullivan and Frank Ruggiero—their first major strategy session on Taliban talks after the secret meeting with A-Rod. She was waiting in her outer office, a spacious room paneled in white and gilt wood, with tasseled blue and pink curtains and an array of colorfully upholstered chairs and couches. In my time reporting to her later, I only ever saw Clinton take the couch, with guests of honor in the large chair kitty-corner to her. She’d left it open for him that day. “He came rushing in. . . . ” Clinton later said. “And, you know, he was saying ‘oh I’m so sorry, I’m so sorry.’ ” He sat down heavily and shrugged off his coat, rattling off a litany of his latest meetings, including his stop-in at the White House. “That was typical Richard. It was, like, ‘I’m doing a million things and I’m trying to keep all the balls in the air,’ ” she remembered. As he was talking, a “scarlet red” flush went up his face, according to Clinton. He pressed his hands over his eyes, his chest heaving. “Richard, what’s the matter?” Clinton asked. “Something horrible is happening,” he said. A few minutes later, Holbrooke was in an ambulance, strapped to a gurney, headed to nearby George Washington University Hospital, where Clinton had told her own internist to prepare the emergency room. In his typically brash style, he’d demanded that the ambulance take him to the more distant Sibley Memorial Hospital. Clinton overruled him. One of our deputies on the SRAP team, Dan Feldman, rode with him and held his hand. Feldman didn’t have his BlackBerry, so he scrawled notes on a State Department expense form for a dinner at Meiwah Restaurant as Holbrooke dictated messages and a doctor assessed him. The notes are a nonlinear stream of Holbrooke’s indomitable personality, slashed through with medical realities. “Call Eric in Axelrod’s office,” the first read. Nearby: “aortic dissection—type A . . . operation risk @ > 50 percent”—that would be chance of death. A series of messages for people in his life, again interrupted by his deteriorating condition: “S”—Secretary Clinton—“why always together for medical crises?” (The year before, he’d been with Clinton when she fell to the concrete floor of the State Department garage, fracturing her elbow.) “Kids—how much love them + stepkids” . . . “best staff ever” . . . “don’t let him die here” . . . “vascular surgery” . . . “no flow, no feeling legs” . . . “clot” . . . and then, again: “don’t let him die here want to die at home w/ his fam.” The seriousness of the situation fully dawning on him, Holbrooke turned to job succession: “Tell Frank”—Ruggiero—“he’s acting.” And finally: “I love so many people . . . I have a lot left to do . . . my career in public service is over.” Holbrooke cracked wise until they put him under for surgery. “Get me anything you need,” he demanded. “A pig’s heart. Dan’s heart.

Any successful hospitality operation—be it a hotel or restaurant, chain or independent, low-cost provider or luxury establishment—requires an effectively performing individual operation. You have to attract the right customers, have the service product, set the right price for your product, and provide the right level of service—all the while managing your employees the right way to achieve your goals. This requires a combination of knowledge from a variety of disciplines, and thus this section includes contributions from our faculty in human resources, management, marketing, operations, and strategy.

With our eager cooperation, food manufacturers and restaurant chains and fast-food giants get rich by making us sick. Then the pharmaceutical giants and the insurance companies and hospitals and other health care providers get rich by making us better. Not healthy, mind you, but well enough to work and pay the bills we’ve just run up. If we ate our broccoli and quinoa and salads and berries and almonds and drank our water and green tea and took long, vigorous hikes and got enough sleep, we might feel great, but who would profit? Nobody. What kind of system is that?

New Year’s Eve and New Year’s Day are usually huge celebrations in Bulgaria. People traditionally dine out at fine restaurants, where they are entertained by popular artists or host parties at their homes. Gabby decided to invite her friends to the restaurant where she was working that night. That way, they could add a modern spin to old traditions. This was one of the downfalls of being a hospitality worker—working during holidays. After Gabby’s shift ended, long after midnight, all three of them roamed the festive streets of New York. The crisp air was filled with music and good cheer. People were dancing in the streets; the three amigos joined them, dancing, laughing, and having a great time. " The Porcelain Doll, Part IV, Chapter 4 Holidays

Segregation was not a law, but prejudice was rampant like disease. We all stayed away from one another. We Chinese tended our sick at home and the foreigners cared for theirs in their hospitals. We dined in our courtyards, the Europeans drank in their coffeehouses, and the Japanese ate in their restaurants lined with tatami.

They’re not exactly the most physically imposing people in the world (that’s what happens when you live on nothing but soy lattes and veggie burgers), but the sheer force of their numbers is shocking. They have allowed hate to spread at a rate we haven’t seen since the era of civil rights, when Democrats—the party that founded the KKK, in case you’ve forgotten—would organize lynch mobs and counterprotests all across the South, most of which ended in horrific violence. These people are irrational, hysterical, upset, and out looking for enemies. I should know. As of November 16, 2016, I became one of their top targets. Before the election, I was just a guy who appeared on television every once in a while, went to work, and went home at the end of the day and played with my kids. There were probably a few people who thought I was an asshole because I was blessed to have been born into a wealthy family. But no one was mailing suspicious powder to my home or screaming at me in a restaurant where I was celebrating my brother’s birthday. No one was threatening my life. After the election, I became the guy who receives the second highest number of death threats in the country (according to the Secret Service, second only to my father). And that’s a list that includes senators, former presidents, and ambassadors to several war-torn countries. Here’s what the exploding letter filled with powder that sent my then wife and a member of my Secret Service detail to the hospital said: “You are an awful person. This is why people hate you. You are getting what you deserve. So shut the f—k up.

We’ve been forced to question assumptions that we had long taken for granted: That it’s safe to go to the hospital, eat in a restaurant, and hug our parents or grandparents.

Everything operates on just-in-time delivery these days,” Mike said. “If the trucks stop, within twenty-four hours, hospitals and medical facilities will run out of basic supplies. Within three days, gas stations will be completely out of fuel. Store and restaurant shelves will be bare. ATMs and banks will run out of cash—though without power, we can’t access our money anyway. Within four weeks, the nation’s clean water supply will be completely exhausted.

Indian Railways is the fourth largest rail network in the world These are the top 5 most luxurious trains which have the best beautiful views from the window of your seat and serve the best hospitality. These trains pass through beautiful places. Surely your experience will be at the next level. Maharajas' Express : It runs between October and April, covering around 12 destinations most of which lie in Rajasthan. Palace on Wheels: The train starts its journey from New Delhi and covers Jaipur, Sawai Madhopur, Chittorgarh, Udaipur, Jaisalmer, Jodhpur, Bharatpur, and Agra, before returning to Delhi. If you plan on experiencing this royal journey, make sure you have Rs. 3,63,300 to spend! The Golden Chariot : you can take a ride along the Southern State of Karnataka and explore while living like a VIP on wheels. You start from Bengaluru and then go on to visit famous tourist attractions like Hampi, Goa and Mysore to name a few. The Golden Chariot also boasts of a spa, a gym and restaurants too. The Deccan Odyssey: The Deccan Odyssey can give you tours across destinations in Maharashtra, Rajasthan and Gujarat. It starts from Mumbai, covers 10 popular tourist locations including Ratnagiri, Sindhudurg, Goa, Aurangabad, Ajanta-Ellora Nasik, Pune, returning to Mumbai. Maha Parinirvan Express / Buddha Circuit Train: The Buddha Express travels through parts of Madhya Pradesh and Bihar, where Buddism originated over 2,500 years ago. This isn’t as opulent as the other luxury Indian trains and instead drops passengers off at hotels at famous tourist destinations such as Bodhgaya, Rajgir and Nalanda.

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LEARN: Listen, Empathize, Apologize, Respond, and Notify

tool (some 30 to 40 questions, for example) available in a format that doesn’t need to be answered in person. Those who make it through this screening should be automatically invited to sign up for step two of the process: a telephone interview. This means that someone who is working two jobs at present and can only find the time at, say, 11 p.m. to apply, can receive serious, sincere interest from your company by 11:40 p.m. in the form

He believes hospitality doesn’t belong just in the hospitality industry—restaurants, hotels, cruise lines, tourism—but in every industry, in every company, in every transaction.

He believes hospitality doesn’t belong just in the hospitality industry—restaurants, hotels, cruise lines, tourism—but in every industry, in every company, in every transaction. Notably, Danny believes hospitality is not the same as service.

Sure, if you recognize the critic before they’re seated, you can take them to a table in your most skillful server’s section; you can make sure the food you bring them is perfectly plated and the best expression of the dish. But while you can show a critic the best version of your restaurant, you cannot suddenly become something you’re not—and

The restaurant you are is the restaurant they’re reviewing.

Israel was ahead of the curve, seemingly able to bring the disease under control while others could not. It was then that I made a cardinal mistake. Responding to public pressure, the government lifted restrictions on public gatherings, restaurants, bars, eateries, large parks, swimming pools, and public transportation too quickly. To make matters worse, I gave a press conference in which I thanked Israel’s citizens for their cooperation and then added, “We want to help the economy and ease your lives, to make it possible for you to get out, return to normalcy. Go get a cup of coffee, a glass of beer, have fun.”3 The public did just that and the infection rate soon began to rise again. “Prime Minister, are we out of it?” I was asked by my staff. “Of course not,” I answered. “As long as there’s even one infected person around, the disease will reappear and again spread exponentially.” “So what should we do?” “You ever play an accordion?” I asked. “That’s what we’ll do. We’ll open up and close down the country, depending on the infection rate and our hospitals’ ability to handle the severely ill, until we can get this damn thing under control.” The “accordion policy” was an attempt to strike a balance between keeping the hospitals from crashing and keeping businesses from collapsing. We shelled out billions of shekels to help small businesses, employers, and laid-off workers. This largesse was frowned upon by those who had previously supported my tight fiscal policies. Two prominent officials in the Finance Ministry unabashedly briefed reporters against the government’s economic aid policy. “Prime Minister Netanyahu is working against Finance Minister Netanyahu,” carped my critics. Not quite. Unlike in previous economic crises, the world was awash with cheap credit. The cost of an economic collapse from a general health breakdown would be far greater than the interest payments we would have to make to keep business alive.

I promise I’ll try to be consistent, to do what’s fair and what’s right.” Then I did quote Christopher: “I’m also clear about what my job is, which is to do what’s best for the restaurant, not to do what’s best for any of you. More often than not, what’s best for the restaurant will include doing what’s best for you. But the only way I can take care of all of you as individuals is by always putting the restaurant first.

He said: “I am so excited to be here; I believe in and love this restaurant with all my heart. I’m also clear about what my job is, which is to do what’s best for the restaurant, not to do what’s best for any of you. More often than not, what’s best for the restaurant will include doing what’s best for you. But the only way I can take care of all of you as individuals is by always putting the restaurant first.

To bridge the gap between the two factions, improving communication was going to be key. At the same time, we needed systems, so everybody would know what they were supposed to be doing and how they were supposed to be doing it. It was my hope that both fixes would make the team feel safer—and inspire them to come along on our mission. There was a lot to be done to make the restaurant better, but there would be no point to doing any of it if the people who worked there didn’t love coming to work.

They talked about the lives they had left behind in Calcutta: your mother's beautiful home in Jodhpur Park, with hibiscus and rosebushes blooming on the rooftop, and my mother's modest flat in Maniktala, above a grimy Punjabi restaurant, where seven people existed in three small rooms. In Calcutta they would probably have had little occasion to meet. Your mother went to a convent school and was the daughter of one of Calcutta's most prominent lawyers, a pipe-smoking Anglophile and a member of the Saturday Club. My mother's father was a clerk in the General Post Office, and she had neither eaten at a table nor sat on a commode before coming to America. Those differences were irrelevant in Cambridge, where they were both equally alone. Here they shopped together for groceries and complained about their husbands and cooked either our stove or yours, dividing up the dishes for our respective families when they were done. They knitted together, switching projects when one of them got bored. When I was born, your parents were the only friends to visit the hospital. I was fed in your old high chair, pushed along the streets in your old pram.

In the years to come, Emily and the team would paint a pastoral scene, complete with cows and ducks, so a visiting chef known for hunting much of the protein at his restaurant could choose his entrée by shooting it with a Nerf gun during his kitchen tour.

I have continued to view people who work for me as volunteers. It isn’t that they’ve agreed to work without pay. “I’m aware that you’re all here, on the most basic level, to pay the rent,” I tell new hires. “Just as you need a job, I need people to take orders accurately, and to cook wonderful food.” Then I remind them that if they’re as talented at what they do as we believe they are, they could have gotten a job at any of 200 other very good restaurants for the same pay. “You could all be doing what you do anywhere else,” I say. “But you chose to be with us. You have volunteered to be on our team, and we owe it to you to provide you with much more than just a paycheck in return. We want you to feel certain you have made a wise choice in joining our company.

So I spent my first few weeks sitting down with every single member of the team and hearing them out. That was a whole education in itself; I learned a lot of information about the restaurant it would otherwise have taken me a long time to figure out. Those meetings also taught me that time spent goes a long way. Sitting down with people shows them you care about what they think and how they feel and makes it that much easier for them to trust that you have their best interests in mind.

It was on that call that he introduced me to the concept of restaurant-smart vs. corporate-smart. He described the distinction between the two. In the simplest terms: Where do the highest-paid people in the company work? In the restaurants themselves, or in the corporate offices? That says a lot about how the company is run. In restaurant-smart companies, members of the team have more autonomy and creative latitude. Because they tend to feel a greater sense of ownership, they give more of themselves to the job. They can often offer better hospitality because they’re nimble; there aren’t a lot of rules and systems getting in the way of human connection. But those restaurants tend not to have a lot of corporate support or oversight—the systems that make great businesses. Corporate-smart companies, on the other hand, have all the back-end systems and controls in areas like accounting, purchasing, and human resources that are needed to make them great businesses, and they’re often more profitable as a result. But systems are, by definition, controls—and the more control you take away from the people on the ground, the less creative they can be, and guests can feel that. Restaurant-smart companies can be great businesses, and corporate-smart companies can deliver great hospitality. But their priorities are different, in ways that fundamentally affect the guests’ experience.

There was no check. I had already happily chosen a life in restaurants, but that night, I learned how important, how noble, working in service can be. During a terribly dark time, Daniel and his staff offered my dad and me a ray of light in the form of a meal neither one of us will ever forget. Our suffering didn’t disappear by any means, but for a few hours, we were afforded real respite from it. That dinner provided an oasis of comfort and restoration, an island of delight and care in the sea of our grief.

Vikas Nath is currently Director at Termdeal Limited which owns and runs restaurants across UK and Europe, notably Benares Restaurant & Bar in London - a Michelin-starred Indian restaurant. Prior to investing and operating hospitality businesses, Vikas Nath had a career in finance spanning 25 years across companies such as UBS, Credit Suisse, Deutsche Bank and HSBC.

talk about it. He went back to his office, musing on the fact that both he and Signorina Elettra worked for this unresponsive, negligent state. Because he’d been awake since two, Brunetti decided to treat himself well and walked down to Al Covo for lunch. On the way back, he gave thanks, as he always did, that the restaurant was only ten minutes from the Questura and never failed to send him back a new and happier man. Unfortunately, this new man was confronted with old problems: he called Professoressa Crosera’s telefonino but was told to leave a message; he called the hospital and received no information about Gasparini. He called Gasparini’s home number every hour, but the phone rang unanswered. Finally, at about five, he decided he had no choice but to pass by the hospital on his way home, and called Griffoni to tell her where he was going. He might as well have saved himself the effort: Professoressa Crosera was in her husband’s room, but when he went in and said good evening, she held her finger to her lips and pointed to her husband, lying now in a proper hospital bed. Brunetti indicated the door and the corridor beyond, but she shook her head and did not speak.

My philosophy was: so be it. People are going to move on, and I’d rather they leave feeling like heroes. Alums of our restaurant, out there doing extraordinary work? That was good for us, too.

But when Will Guidara set out to make Eleven Madison Park the best restaurant in the world, he had a crazy idea about how to do it: “What would happen if we approached hospitality with the same passion, attention to detail, and rigor that we bring to our food?

I finished with my own words: “We’re going to make the kind of place we want to eat at; we’re going to create the four-star restaurant for the next generation. That’s where we’re going. Will you come?

Many of the featured establishments have been around for generations, some for hundreds of years. The reason is that whilst Kyoto is a modern city, it is also an ancient city where much of Japanese culture sprouted and developed, including many aspects of the Japanese kitchen. Visiting these establishments, experiencing their hospitality, and sampling their wares is literally taking a tour through a significant part of Japanese culinary history, often in the original setting. It’s a unique opportunity for anyone with an interest in Kyoto and Japanese culture more generally. Through these establishments, you can feel the Kyoto style and by extension a core aspect of Japanese style.

One family described their core value of hospitality, lived out as they cleaned the house together each Friday for the express purpose of welcoming people over the weekend. They wanted to be able to spontaneously invite others over, knowing their space was ready to receive them. All this was explained to their kids by connecting the dots between the practice of keeping house and the immense welcome of God. They talked about their apartment as a gift and a refuge, and how important it was for it to feel inviting. Hosting people was not about living some Magnolia life; it was how they loved their neighbors. Thus, Friday night cleanup was a faith practice. One family used the tradition of a summer road trip to visit relatives as a means to support being who God uniquely made each of them to be. Each family member got to design the itinerary for one day of the trip. On that day, everyone else went along with that person’s choices for restaurants and an activity. They talked about the wonder of God’s image in each person and how this was a fun way to see each member of the family just as God made them to be. Thus, a family trip was a faith ritual. What about your family? What unique characteristics need to be accounted for as you craft a vision for faith? • Who makes up your family? List the members. You may share a living space with them or not, live in the same town or not, be relationally close or not. • Next to each person on the list, jot down a few distinguishing key traits of that person. What are they like? What are they interested in? • What are some of your family’s strengths and loves as a group? Do you love a good party? Cheer for a certain team? Love a particular place or meal? • What are some of your family’s unique challenges right now? Do you have a child who doesn’t “fit the mold,” for whatever reason? Are finances tight? Have any of the relationships been strained or broken? • List anything else that feels important to you about who your family is and what they are like. What other traits make you, you?

If you want more friends, you must be willing to help people. There is only one way to help your friends and they know it: You have to become rich. If you are rich, you can invite them out to eat in the best restaurants, borrow them money without worries, offer expensive gifts, pay their hospital bills, help them start a business, support them if they're unemployed and invite them to spend luxurious vacations with you. Our world is ruled by money. Without it, you can't even buy your own freedom. If you need to work for money, then you are a slave of money.

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Ned Sherrin Ned Sherrin is a satirist, novelist, anthologist, film producer, and celebrated theater director who has been at the heart of British broadcasting and the arts for more than fifty years. I had met Diana, Princess of Wales--perhaps “I had been presented to” is more accurate--in lineups after charity shows that I had been compering and at which she was the royal guest of honor. There were the usual polite exchanges. On royal visits backstage, Princess Alexandra was the most relaxed, on occasion wickedly suggesting that she caught a glimpse of romantic chemistry between two performers and setting off giggles. Princess Margaret was the most artistically acute, the Queen the most conscientious; although she did once sweep past me to get to Bill Haley, of whom she was a fan. Prince Edward could, at one time, be persuaded to do an irreverent impression of his older brother, Prince Charles. Princess Diana seemed to enjoy herself, but she was still new to the job and did not linger down the line. Around this time, a friend of mine opened a restaurant in London. From one conversation, I gathered that although it was packed in the evenings, business was slow at lunchtime. Soon afterward, I got a very “cloak-and-dagger” phone call from him. He spoke in hushed tones, muttering something like “Lunch next Wednesday, small party, royal person, hush-hush.” From this, I inferred that he wanted me and, I had no doubt, other friends to bring a small party to dress the restaurant, to which he was bringing the “royal person” in a bid to up its fashionable appeal during the day. When Wednesday dawned, the luncheon clashed with a couple of meetings, and although feeling disloyal, I did not see how I was going to be able to round up three or four people--even for a free lunch. Guiltily, I rang his office and apologized profusely to his secretary for not being able to make it. The next morning, he telephoned, puzzled and aggrieved. “There were only going to be the four of us,” he said. “Princess Diana had been looking forward to meeting you properly. She was very disappointed that you couldn’t make it.” I felt suitably stupid--but, as luck had it, a few weeks later I found myself sitting next to her at a charity dinner at the Garrick Club. I explained the whole disastrous misunderstanding, and we had a very jolly time laughing at the coincidence that she was dining at this exclusive club before her husband, who had just been elected a member with some publicity. Prince Charles was in the hospital at the time recuperating from a polo injury. Although hindsight tells us that the marriage was already in difficulties, that was not generally known, so in answer to my inquiries, she replied sympathetically that he was recovering well. We talked a lot about the theater and her faux pas some years before when she had been to Noel Coward’s Hay Fever and confessed to the star, Penelope Keith, that it was the first Coward play that she had seen. “The first,” said Penelope, shocked. “Well,” Diana said to me, “I was only eighteen!” Our meeting was at the height of the AIDS crisis, and as we were both working a lot for AIDS charities, we had many notes to compare and friends to mourn. The evening ended with a dance--but being no Travolta myself, I doubt that my partnering was the high point for her.

History seemed to repeat itself. Just as the white elite had successfully driven a wedge between poor whites and blacks following Bacon's Rebellion by creating the institution of black slavery, another racial caste system was emerging nearly two centuries later, in part due to efforts by white elites to decimate a multiracial alliance of poor people. By the turn of the twentieth century, every state in the South had laws on the books that disenfranchised blacks and discriminated against them in virtually every sphere of life, lending sanction to a racial ostracism that extended to schools, churches, housing, jobs, restrooms, hotels, restaurants, hospitals, orphanages, prisons, funeral homes, morgues, and cemeteries. Politicians competed with each other by proposing and passing ever more stringent, oppressive, and downright ridiculous legislation (such as laws specifically prohibiting blacks and whites from playing chess together). The public symbols and constant reminders of black subjugation were supported by whites across the political spectrum, though the plight of poor whites remained largely unchanged. For them, the racial bribe was primarily psychological.

Take the initiative with deliberate steps to be a polite person: 1. Cover your mouth when you cough or sneeze. 2. Reciprocate a thoughtful word or a good deed in kind. 3. Say "excuse me" when you bump into someone, unintentionally violate someone’s space, or need to get someone’s attention. 4. Apologize when you’ve made a mistake or are in the wrong. 5. Live by the "Golden Rule" and treat others the way you would like to be treated. 6. When dining at home or in a restaurant, wait until everyone is served before eating your meal. 7. Acknowledge notable events like birthdays, weddings, and anniversaries. 8. Reply to invitations, regardless of whether you will be able to attend. 9. Acknowledge and show gratitude for gifts and gestures of hospitality. 10. Put things back where they belong. Leave the world a better place than how you found it.

By the turn of the twentieth century, every state in the South had laws on the books that disenfranchised blacks and discriminated against them in virtually ever sphere of life, lending sanction to a racial ostracism that extended to schools, churches, housing, jobs, restrooms, hotels, restaurants, hospitals, orphanages, prisons, funeral homes, morgues, and cemeteries. Politicians competed with each other by proposing and passing every more stringent, oppressive, and downright ridiculous legislation (such as laws specifically prohibiting blacks and whites from playing chess together.)

In the past year we’ve all had to put our mental pliability to the test. We’ve been forced to question assumptions that we had long taken for granted: That it’s safe to go to the hospital, eat in a restaurant, and hug our parents or grandparents. That live sports will always be on TV and most of us will never have to work remotely or homeschool our kids. That we can get toilet paper and hand sanitizer whenever we need them.

How centralized should it be, and what exactly should be centralized? And what relationship would employees have to the company? Would the wait staff, say, at Union Square Cafe identify first with the restaurant or with Union Square Hospitality Group? “That’s something we debate internally a lot,” he said. “I’m quite comfortable with people having an allegiance first to their restaurant and secondarily to Union Square Hospitality Group. I’ve never veered from the notion that, to the degree these are great restaurants, we’ll be fine. To the degree they feel like cookie-cutter offshoots of a larger entity, who needs it?” It was an interesting balance to maintain. The restaurants would be recognizably part of Union Square Hospitality Group, and yet completely different from one another. They would have a common culture, but the feeling of each would be distinctive. They were like kids, Meyer said: Each would have its own personality, but you’d never doubt that they were members of the same family. Some of their DNA would be the same, and some different.

In a restaurant, he said, service involved such practices as taking the order promptly; having the food arrive while it’s still hot; and, yes, cleaning up quickly when a tray of water glasses spills. You can teach people to do all those things, and to do them well. Enlightened hospitality, on the other hand, was an emotional skill involving the ability to make customers feel that you’re on their side. That was the mantra of Meyer’s restaurant staff: Let them know you’re on their side. “It’s as simple as that,” he said.

Although the diners in the Zagat Survey had ranked the Union Square Cafe tenth for food, eleventh for service, and out of the money altogether for décor, they had also voted it the third most popular restaurant in the entire city. Evidently there was some other factor at work. The other factor, Meyer and his associates decided, was hospitality, which they then tried to define. In the end, they agreed that it came from their commitment to five core values: caring for each other; caring for guests; caring for the community; caring for suppliers; and caring for investors and profitability—in descending order of importance.

Day 8 after coming home from the hospital The classic recipes are goat, lamb, vegetable, and/or chicken biriyani. But when I was in New Orleans, at this restaurant, they served Louisiana barbecue shrimp, which was simply delicious. When I asked the waiter what was in the shrimp sauce, he rattled off a number of spices (rosemary, thyme, basil, oregano, et cetera) and so, I went with memory.  I marinated the raw prawns in mashed garlic, rosemary, basil, oregano, thyme, sage, paprika, black pepper, white pepper, cayenne, and onion powder, along with a dash of Worcestershire sauce. I decided to cook the rice in the pressure cooker, always quick and easy. I heated some ghee in the pressure cooker, added crushed cloves, cardamom, and cinnamon, and a bay leaf for a minute or so. Then I added some onions and fried until the onions became golden brown. Then went in the rice, and enough water, and I closed the pressure cooker. The rice was ready in ten minutes. In a separate pan, I sautéed the marinated prawns in butter, along with extra chopped garlic and the marinade, and added them to the cooked rice. I garnished it with chopped fresh coriander and voila, Cajun prawn biriyani. I served it with some regular cucumber raita. Mama had been so sure that Daddy would hate prawns but I saw him clean out each one on his plate and even get a second helping. Sometimes we forget why we don’t like some things and then when we try them again, we realize that we had been wrong. Giving Serious Though to Adultery Girish was a classical music buff and in the beginning of their marriage, Shobha joined him for a few musical events and lectures.

Patrick Nguyen Luxor discuss Way to Improving Operational Efficiency of Restaurant & Hospitality Industry.

I watched Pascal sleep. He had long, curved eyelashes and lips that swelled with every little breath. I nestled into him, and his body responded in turn. He pushed his leg in between mine, nuzzling the top of his head against my cheek. His hair smelled like smoked wood chips. He looked old, in a good way. Even in his sleep, he had a reassuring quality. Restaurants were about hospitality, but the chef wasn't usually the one with open arms. Pascal was, though. He was everything at Bakushan: the genius behind the stove, the draw through the door, the face on the magazine covers. He embodied so many things, and I was floored that he was the one cuddling into me. He was the one who gave me little kisses as he slept.

It’s not always what is said, but what is left on the plate, that tells the true story.

Schmoller said that those who would send every hungry person to a restaurant, every pregnant woman to a clinic, every child from birth to adulthood to a succession of educational institutions, will simply succeed in changing society into an aggregation of self-seeking, egotistical vagabonds, whose neuroses and tensions will provide a surplus of candidates for mental hospitals.

Pop-up restaurants?" Ana took the tablet back, practically vibrating with excitement. "Once a month, even once a week. Fixed menu, unusual locations. Heavy emphasis on experience and hospitality." "I know what they are." They'd been popular in Europe for many years now. Some of them were spectacular productions closer to a circus, like Gingerline in London. Others were immersive experiences in the same place using rotating themes. A few farm-to-table chefs in Colorado already hosted pop-ups at their farms for a select guest list. Tickets were as coveted in the food world as white truffles and twice as hard to acquire.

identify your employee adjectives, (2) recruit through proper advertising, (3) identify winning personalities, and (4) select your winners. Step One: Identify Your Employee Adjectives When you think of your favorite employees in the past, what comes to mind? A procedural element such as an organized workstation, neat paperwork, or promptness? No. What makes an employee memorable is her attitude and smile, the way she takes the time to make sure a customer is happy, the extra mile she goes to ensure orders are fulfilled and problems are solved. Her intrinsic qualities—her energy, sense of humor, eagerness, and contributions to the team—are the qualities you remember. Rather than relying on job descriptions that simply quantify various positions’ duties and correlating them with matching experience as a tool for identifying and hiring great employees, I use a more holistic approach. The first step in the process is selecting eight adjectives that best define the personality ideal for each job or role in your business. This is a critical step: it gives you new visions and goals for your own management objectives, new ways to measure employee success, and new ways to assess the performance of your own business. Create a “Job Candidate Profile” for every job position in your business. Each Job Candidate Profile should contain eight single- and multiple-word phrases of defining adjectives that clearly describe the perfect employee for each job position. Consider employee-to-customer personality traits, colleague-to-colleague traits, and employee-to-manager traits when making up the list. For example, an accounting manager might be described with adjectives such as “accurate,” “patient,” “detailed,” and “consistent.” A cocktail server for a nightclub or casual restaurant would likely be described with adjectives like “energetic,” “fun,” “music-loving,” “sports-loving,” “good-humored,” “sociable conversationalist,” “adventurous,” and so on. Obviously, the adjectives for front-of-house staff and back-of-house staff (normally unseen by guests) will be quite different. Below is one generic example of a Job Candidate Profile. Your lists should be tailored for your particular bar concept, audience, location, and style of business (high-end, casual, neighborhood, tourist, and so on). BARTENDER Energetic Extroverted/Conversational Very Likable (first impression) Hospitable, demonstrates a Great Service Attitude Sports Loving Cooperative, Team Player Quality Orientated Attentive, Good Listening Skills SAMPLE ADJECTIVES Amazing Ambitious Appealing Ardent Astounding Avid Awesome Buoyant Committed Courageous Creative Dazzling Dedicated Delightful Distinctive Diverse Dynamic Eager Energetic Engaging Entertaining Enthusiastic Entrepreneurial Exceptional Exciting Fervent Flexible Friendly Genuine High-Energy Imaginative Impressive Independent Ingenious Keen Lively Magnificent Motivating Outstanding Passionate Positive Proactive Remarkable Resourceful Responsive Spirited Supportive Upbeat Vibrant Warm Zealous Step Two: Recruit through Proper Advertising The next step is to develop print or online advertising copy that will attract the personalities you’ve just defined.

But whatever computerized tracking system they used --- and I'm sure it was top of the line --- it couldn't stand up to the senior servers and their memories. Their innate hospitality. Their anticipation of others' needs. That was when service went from an illusion to a true expression of compassion. People came back to the restaurant just to have that feeling of being taken care of.

New Orleans restaurants are so good, you'll want to slap your momma, you neighbor's momma, and your neighbor's momma's momma.

Technology was supposed to bring the latest fiber-optic cables into every house in Celebration. It promised a computerized community network that would let any resident pull up his or her medical records at the hospital, monitor his or her child's network at school and communicate with teachers and administrators, or simply chat with neighbors or order carry out from one of the restaurants.

Listen. I brought you here because you're better than some shitty Amos chain restaurant. I brought you here because when I was six, I fell of our roof of our house, and my dad smuggled a Clara's pizza into the hospital, and those kinds of memories are pretty rare for me right now - the ones where my dad is this really great guy. I brought you here because it's one of the few places in a sixty-mile radius, if not the entire state of Indiana, that isn't boring or typical. Because you're not boring or typical. And I realize every word is true.

First, I wanted to study restaurant management at Cornell University’s School of Hotel Administration. Second, I wanted to open my own restaurant in New York City. Third, I wanted to marry Cindy Crawford. Everything I did from that point forward was with those goals in mind, and I’m proud to say I achieved two out of three—and did better on the third. (No disrespect to Ms. Crawford, but my wife is really awesome.)

Only Alan, Mara thought, understood her fury at the obscenity of the shops, aisles of abundance like temple offerings for the gods; at her colleagues' impassioned debates about the merits of certain restaurants as if they were moral questions. She could not adjust the levels in herself, the speed and volume inside, her ever-greater foreboding and rage. She could not acclimatise to the hospital's reliable electricity, ready machinery, shifts that ended, the safe walk home. She could not comprehend her colleagues' banter at the operating table, their self-assigned systems of reward and entitlement. The absence of bombardment.