Legal Sea Foods wins rave reviews from patrons, partly because of its dedication to high standards. The company views the use of control systems across all of its functions—supply chain, finance, information technology, and human resources—as the key to success. In 2003 the company opened its $18 million Quality Control Center (QCC) in Boston, a 35,000-square-foot refrigerated space for testing and processing the 120 tons of fish and seafood that travel weekly through its doors. Legal Sea Foods buys seafood daily; every catch is tested for bacteria, and swordfish and tuna are tested for mercury as well. Not a government regulation, this testing is part of Legal Sea Foods’ own quality protocols. With fresh fish, turnaround time is critical. Once a catch is deemed forkworthy, it is packaged into vacuum-sealed portions. Product tested today at the QCC will ship the following day by truck or air to restaurants up and down the Eastern Seaboard. The quality story extends to hiring the right people and helping them grow. Believing the best dining experience comes when waitstaff connect with customers on an “emotional” level, Legal Sea Foods uses an assessment tool to gauge how well a candidate can create such moments with guests. A weeklong orientation for new hires begins with presentations on the company’s history, culture, and values and continues with interactive training. Hourly workers have a “learning coach” who mentors them and helps them develop new skills. Computer classes, instruction on seafood, and other learning opportunities are available on an ongoing basis to ensure that the staff understand Legal Sea Foods standards and can carry them out.

• Legal Sea Foods CEO Roger Berkowitz regularly meets with waitstaff in his restaurants. How can the input of employees on the front line change operational protocols? 

• Berkowitz says a good leader must think four to five years in the future. How could such thinking impact an organization’s operational controls?