Reopening during the pandemic has been enormously gratifying - the reward of seeing old friends and making new ones, the opportunity to provide a safe outdoor respite for our community, and the kindness of Dodon Wine Club members who supported opening the property to non-club members, a change that has provided needed revenue as well as a welcomed relief for our larger community.
The sentiment extends to the “front of house.” I have very high expectations for our hospitality team, which in turn takes great pride in the choreography of its role. The generosity of the tips that our guests have offered is a sign that the team is doing a great job. But while tips provide an incentive to deliver excellent service and put the customer first, and they are greatly appreciated, we cannot accept them.
I was admittedly reluctant a few years ago when we first implemented a “no-tip” policy. At the time, many of my friends and colleagues in Washington DC who have created careers in hospitality strongly opposed legislation that would eliminate the “tip credit” and threaten their income potential. My husband was a bartender, and his tip income helped pay our mortgage. I worked in restaurants for seven years, through high school and college, to help pay college expenses.
But my perspective has shifted. The list of reasons in favor of the no gratuity policy got so long that I hit a tipping point (no pun intended). The Dodon hospitality team is interacting with guests more than ever, and the team is growing and becoming more professional. The frequency of offers of gratuity increased tremendously this summer. It became something I had to deal with. I had to get off the fence.
Fairness played a big role in my evolution. I want our whole team and not just those who interact with guests, to feel appreciated. The vineyard crew works tirelessly in often challenging conditions to create a magnificent environment and a superb product. It would be impossible for us to host you without them.
We also know that work environments in which staff are dependent on tips have high rates of sexual harassment. I was reminded of my own experience with harassment and microaggressions in former hospitality and sales jobs that relied on tips or commissions. At the time, it seemed like “part of the gig,” and the status quo. Now I see it as unacceptable that a segment of our nation’s workforce must quietly accept harassment for fear of losing a portion of that day’s wages.
A no-tip policy is only one of several alternative solutions to these problems, however. Pooling tip income among the entire team would solve the fairness issue. And none of our team members have experienced harassment at Dodon, at least to our knowledge. Fortunately, this problem seemed distant.
The belief that all guests should be treated equally well confirmed my opinion that a no gratuity policy is the best approach at Dodon. Simply put, gratuity-based service provides a strong financial incentive to be more attentive to some patrons based on stereotypes, in this case, the expectation of a higher tip. This type of discrimination does not sit well with me.
More recently, I have been reminded of the ugly origins of the tipping culture in the United States. A tradition carried from 17th century Europe, the practice was solidified in America when post-emancipation era restaurant owners lobbied to “hire” newly freed slaves and pay them nothing, while they relied on tips from customers.
Of course, I respect and participate in the custom of offering gratuity at places of business where it is expected, and I see many admirable examples among our restaurant partners who have taken a different approach while striving to achieve a just work environment in which sexual harassment, lack of equitable service, and prejudice are not welcome. Ethical treatment of staff and customers has always been and will continue to be, considered when exploring business partnerships at Dodon.
As the pieces of this puzzle came together for me, and I was able to reflect on my own experience, declining gratuity has become the obvious path. Above all, I want all Dodon guests to receive impeccable service.
Achieving this goal comes with the obligation for clear communication to Dodon customers and staff, paying all employees a full wage, regular customer service coaching, and perhaps most importantly, creating open, dynamic lines of communication that allow us to learn from each other and get better at our jobs every day.
When I joined the Dodon team over four years ago, I was given the very special role of “caregiver” for our guests – ensuring that every person who visits feels a sense of warmth, familiarity, and generosity. The idea of depending on others to accomplish this goal once frightened me. But now, I am delighted, and relieved, to see a front of house team that embodies hospitality in both spirit and execution.
So, in the same way that you are grateful for their dedicated service, I too am ever grateful for their care of you. Thank you for showing your appreciation by offering gratuities, but we cannot accept them.
Regina