Restaurant Unstoppable Episode 1227: Jason E. Brooks – Keynote Speaker, Author, and Profitability Coach

Release Date: October 13, 2025
Host: Eric Cacciatore
Guest: Jason E. Brooks

Episode Overview

This episode centers on what makes restaurateurs successful, using the personal journey and expertise of Jason E. Brooks. As a keynote speaker, author, and profitability coach with over three decades in hospitality, Jason shares his evolution from a dishwasher with a speech impediment to a hospitality leader influencing multi-unit operations and franchise systems. The conversation covers leadership mindsets, trust, culture, structuring effective teams, scaling, goal-setting, and coaching—providing actionable frameworks for restaurant professionals seeking sustainable growth and meaningful impact.

Key Discussion Points & Insights

1. From Firefighters to Fire Chiefs: Evolving Leadership (00:00–01:33, 39:40–41:22)

• Firefighting Mentality: Many restaurant leaders run operations by constantly putting out fires.

• Fire Chief Mindset: Jason advocates shifting from being "firemen/firewomen" to "fire chiefs," who watch the whole business, coordinate others, and investigate root causes.

  “We have to stop being firemen and fire women and we have to start being fire chiefs. A fire chief watches the whole building and then has firemen and fire women that they then send...”
  — Jason E. Brooks, (00:26 & 40:16)

2. Systems, Routines, and Culture: The Foundation for Success (01:33–03:10, 33:42–34:12)

• Rituals and Systems: Standardized daily, weekly, quarterly, annual routines define culture—not just values or statements.

• People Like Us Do Things Like This: The actual processes and adherence to standards are what really create organizational culture.

  “That's called culture. That's called ‘people like us do things like this.’”
  — Jason E. Brooks, (01:33 & 41:22)

• Blurred Lines: Many confuse “culture” with mission statements, but Jason emphasizes practical routines and how the work is performed daily.

3. Leadership Mindsets: Manage, Lead, Coach, Repeat (06:56–09:45)

• Three Mindsets:

  • Manager — Focus on tasks, systems.
  • Leader — Sees the industry and future direction.
  • Coach — Focus on people, especially one-on-one development.

  “Managing gets a bad rap... Leading is different... Coaching is... building the environment to help make the individuals on our team better.”
  — Jason E. Brooks, (07:24–08:52)

• Importance of Coaching: Most neglect the coaching aspect, which is vital for real team improvement and succession.

4. Jason’s Personal Journey: From Dishwasher to Stage (11:59–14:57, 58:20–60:41)

• Origins: At 15, Jason took a dishwashing job because stuttering made customer-facing roles intimidating.

• Personal Growth: Overcame speech difficulties through roles of increasing responsibility, brevity in communication, joining Toastmasters, and embracing public speaking to empower others.

  “I needed to find a way to use the least amount of words to make the greatest impact.”
  — Jason E. Brooks, (13:46)

5. Four Walls, Four Blocks, Four Miles: Levels of Impact (18:40–21:19)

• Operational Focus:

  • Four Walls: In-house—even window displays and guest feeling.
  • Four Blocks: Local community—partnerships with schools, events.
  • Four Miles: Broader industry or region—scaling influence.

• Delegation: Assign roles like “mayor of four walls,” “governor,” “president” to expand impact via empowered leaders.

  "You have to create those people to help that focus stay in place...to help you focus on other things while you will get distracted."
  — Jason E. Brooks, (20:16)

6. Scaling with Trust and Model (23:24–25:12)

• Jason’s MODEL Acronym:

  • Master your KPIs
  • Owner-like orientation
  • Delegate by creating mini-GMs
  • Engage through 1:1s
  • Lead with right mindset

• Trust Is Everything: Trust and systems are the backbone of scaling, whether it’s adding locations, catering, or off-premises channels.

  “If you truly want to go from one restaurant to just 20, you have to learn how to build the trust between the people that you are creating as new mayors…”
  — Jason E. Brooks, (24:28)

7. Career Evolution: Key Turning Points (28:44–36:28)

• “Gear Shifts” in His Growth:
  • 1st–3rd Gear: Multi-unit management at Bennigan’s—learned he wasn’t as prepared as he thought (missing mentorship, systems, trust).
  • Third–Fourth Gear: Lime Fresh Mexican Grill—multi-state, multi-market complexity.
  • Fourth–Fifth: Moe’s Southwest Grill—the franchise consultant role; understanding franchisee/franchisor nuance.
  • Fifth–Sixth (Current): Publishing and keynote speaking—spreading the 10 Keys framework.
• Mentorship: Ruby Tuesday's structured program and leaders like Kimberly Grant taught Jason the value of coaching and systematic people development.

8. The Franchisee–Franchisor Relationship & The 4 Disciplines of Execution (4DX) (68:21–76:24)

• Franchisee Lifecycles: Different needs at different stages—eager newbies to established operators seeking autonomy, inclusion.

• 4Dx Model (Stephen Covey):

  • Define “wildly important goals”
  • Focus on lead measures (drivers, not just lag outcomes like sales)
  • Keep a compelling scoreboard (dashboard)
  • Establish a cadence of accountability

  “...we think that the lag measure is the lead measure. Like, for example, sales growth... what's the lead measure? What are the lead things that are leading into that lag measure?”
  — Jason E. Brooks, (73:00)

• For Franchisors vs. Franchisees: Franchisors obsess over unit growth, franchisees over profitability, but both should measure what they can control.

9. Goal Setting vs. Goal Getting (101:49–102:41)

• Common Trap: Many post goals on a wall or website but lack a process to achieve them—“goal getting” is about practical, systematic accountability.
• Jason’s Superpower: Creating the space and framework for teams and leaders to not just set but actually reach their goals.

10. Never Stop Training & Ongoing Development (89:11–92:55)

• Always Be Training: Whether there’s budget or not, top teams are cross-training, rotating, and developing people at every step—from interview to exit.

• Human-Centric: Even those who aren’t hired or who leave should be treated as ambassadors; you’re always representing your culture.

  “Never stop training... Are you treating them as if they are still a customer or are you ghosting them?...when you put in the two week notice, you're in this gray area... all training stops, all feedback stops. Why?”
  — Jason E. Brooks, (89:11–92:55)

11. Purpose, Freedom, and Unique Lanes (44:35–47:54)

• Inverted Values: Freedom of purpose and relationships should trump money and time for authentic success and happiness.
• People Development as Legacy: The industry now offers more equity paths; building organizations with clear roles and growth ladders is the future.

Notable Quotes & Moments

• On Culture:
  “Culture is the reality of what you’re doing every day, and the standard at which you do it.”
  — Eric Cacciatore, (01:36)

• On Personal Growth:
  “Trying to find my voice, both literally and figuratively and understanding what is it that I’m bringing to the table for myself and for others.”
  — Jason E. Brooks, (58:20)

• On Coaching vs. Leading vs. Managing:
  “The average business professional weaves through all three mindsets multiple times per day without even knowing. The question is: what's the right one for the right situation to get the best outcome?”
  — Jason E. Brooks, (87:22)

• On Never Stop Training:
  “Training starts at day zero and goes all the way to the very end that someone leaves, not just when they put in their two week notice.”
  — Jason E. Brooks, (89:11)

• On Real Purpose:
  “Mental freedom... that’s what drives me.”
  — Jason E. Brooks, (44:35)

Important Timestamps for Key Segments

• Fire Chief Mindset: 00:00–01:33, 39:40–41:22
• Systems & Rituals as Culture: 01:33–03:10, 33:42–34:12
• Leadership Mindsets: 06:56–09:45
• Personal Story—Overcoming Adversity: 11:59–14:57
• Four Walls Framework: 18:40–21:19
• Scaling & Trust: 23:24–25:12
• Career Evolution: 28:44–36:28
• Mentorship at Ruby Tuesdays: 36:28–38:19
• Franchisee–Franchisor & 4Dx: 68:21–76:24
• Goal Getting: 101:49–102:41
• Never Stop Training: 89:11–92:55

Recommendation for Restaurant Pros

• Start with a clear, actionable culture—rituals, checklists, routines, and standards trump statements.
• Prioritize people development at all levels; invest in one-on-ones and coaching.
• Deliberately shift leadership mindsets depending on circumstances: know when to manage, lead, or coach.
• Systematize goal setting (“what gets measured gets managed”)—but don’t stop at setting; create infrastructures for “goal getting.”
• Embrace structured frameworks (like 4Dx, EOS) to keep teams accountable and focused.

Connect with Jason E. Brooks

• Website: jasonebrooks.com
• LinkedIn: Jason E. Brooks
• OPGA (Off-Premise Growth Academy): Partnership and resources for catering/operational growth
• Podcast: The Leadership Table

Further Learning & Next Steps

• Recommended Book: The 4 Disciplines of Execution by Stephen R. Covey
• Jason’s Book: “Every Leader Needs Followers: The 10 Keys to Transform Restaurant Managers to Hospitality Leaders”
• Action: Evaluate your “firefighter vs. fire chief” behaviors; implement one-on-ones and clear training routines this week; redefine your “culture” by clarifying rituals and standards, not just values.

Suggested Future Guests

• Renee Suyin (VP, Runza)
• Kimberly Grant (Leadership at Ruby Tuesday)
• Steve McAloon (Franchise/4Dx Specialist)
• Sean Walsheff (Cali BBQ/Media)
• Others mentioned with deep industry mentorship and operational expertise

Concluding Message

The path to an “unstoppable” restaurant isn’t about chasing every new trend or technology—it’s about mastering fundamentals, fostering trust and culture, empowering people, and having the humility to continually coach and be coached. Jason’s journey is a compelling testament to this, showing that operational excellence and people development are not mutually exclusive, but mutually necessary.