Internal Letter Regarding: The importance of cultivating a positive and functional team dynamic in a business setting, emphasizing leadership commitment, handling challenges constructively, and creating a lasting, positive legacy while maintaining high standards of service and performance.
Dear Team:
Last week's experience as an operator was quite dramatic, and I want to ensure that the depth of my feelings is truly understood. It's not just about saying "we're sorry"; it's about strengthening our team. This is not family life—people don't leave or threaten to leave. We work through our problems, and when someone concludes their service with this company, they do so without causing trauma.
I am committed to leading the team in this manner. If anyone disagrees, please let me know, and we can part ways amicably. I refuse to create or be part of a dysfunctional family culture.
Right now, I am very excited about this team. I believe we have tremendous potential and have already achieved a lot together, despite the challenges I faced for obvious reasons.
First of all, there are numerous tasks, and with them come stress and pressure—time constraints, managing expenses and budgets, keeping the staff organized and focused, and meeting customer demands. We all need money to live, adding to the pressure.
This is the reality of our work right now. We must dig deep and bring out the best in our personalities to elevate the business to the next level. Even if some of us eventually leave, we should aim to leave a legacy that others will want to follow, not erase.
The first thing we need to understand is that Naomi is a performer on the stage during her time here; she’s the lead and the person everyone looks to. She is the first point of contact, and our customers appreciate her. She excels in this role and works well with the team.
However, it is a difficult job, as we all know. Any one of us would face similar challenges if we had to handle this particular role on our own. We share the same struggles and likely experience a similar balance between positive and negative outcomes.
If we can achieve more positive than negative results, we will succeed, and people will pay us for these positive outcomes. Our philosophy will attract both customers and investors, as they will see the value in what we create. We need to excel in all areas: great products, friendly staff, accessible locations, competitive pricing, and subtle entertainment. People seek entertainment in small ways—they don't expect grand gestures like making them laugh on stage or giving foot massages. Instead, they appreciate tiny moments, like being handed a neatly folded menu.
Our work should feel like an adventure, invoking a sense of wonder similar to a child's experience. If adults find joy in what we create, they will return for more. Conversely, if our relationships are filled with conflict and negativity, no one will want to engage with us—not the staff, not the guests, and not potential investors.
Therefore, I urge the upper management team to avoid unnecessary corrections or instructions unless there's an emergency. If a situation arises, handle it directly, clean up, or perform the necessary action yourself. Then, communicate through writing and discussions. Let's move away from a crisis-driven approach and focus on building a positive, collaborative environment.
Let’s move out of the operation of scarcity and into one of abundance. We are succeeding, winning, serving people, and excelling in our category. We are admired by all who love this category and aspire to be like us. We are the place in New York to get this product.
We accomplished this as a team, and that means we have to be of service to the team. Naomi is the head of the retail front staff during her shift. I have not been willing to take on any of that responsibility in this project because I did not want to get lost in the weeds. Quite frankly, in the heat of battle, I’m not that good at it. I can’t make a smoothie well, and I’m slow on the register. I’m better at selling the product and troubleshooting.