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Speaker 1: Hi everyone, I'm Katie Couric, and welcome to next question.

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Speaker 1: Remember back just a few months ago, when a nice

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Speaker 1: Friday evening might be spent at your favorite restaurant, that

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Speaker 1: neighborhood place where the bartender knows your go to drink,

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Speaker 1: and when it's busy, you can still count on settling

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Speaker 1: into a spot at the bar, sitting shoulder to shoulder

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Speaker 1: with the strangers around you. At the end, happy and full,

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Speaker 1: you make your way through the lingering crowd, only stopping

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Speaker 1: to give a little hug to someone you haven't seen

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Speaker 1: in a while before heading back out into the night air.

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Speaker 1: It's not easy right to picture that. In our coronavirus

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Speaker 1: social distancing world, imagining that crowded intimate scene is enough

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Speaker 1: to send a shiver down your spine as you're parrelling

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Speaker 1: your hands, which is exactly why the restaurant industry has

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Speaker 1: become one of the hardest hit by the pandemic. So far,

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Speaker 1: more than eight million restaurant employees have been laid off,

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Speaker 1: and by the end of April, the industry had lost

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Speaker 1: more than eighty billion dollars in sales. But restaurant tour

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Speaker 1: Danny Meyer says that's not all that's been lost. Restaurants

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Speaker 1: play such an important part in the emotional fabric of

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Speaker 1: this country. The month of May, we have graduations, we

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Speaker 1: have weddings, and all these things that just feel good

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Speaker 1: to people to celebrate and where food plays a role,

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Speaker 1: just aren't happening right now. As we continue to explore

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Speaker 1: what life will look like once we begin to get

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Speaker 1: back to some sort of normal, I'll be turning to

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Speaker 1: business leaders and entrepreneurs to find out how they see

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Speaker 1: their industries re emerging. And so today a conversation with

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Speaker 1: Danny Meyer and shake Shack CEO Randy Garuti to explore

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Speaker 1: my next question, how will the restaurant industry get back

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Speaker 1: to business. Danny Meyer, who founded shake Shack, is also

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Speaker 1: head of one of the country's most prestigious restaurant companies,

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Speaker 1: the Union Square Hospitality Group, which owns and operates restaurants

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Speaker 1: and event businesses in Las Vegas, Washington, d C. And

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Speaker 1: New York, including the famous Union Square Cafe, which he

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Speaker 1: opened in ninet But on March eighteenth, he had to

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Speaker 1: lay off two thousand employees, about of the company's total staff,

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Speaker 1: due to a near complete elimination of revenue. Danny described

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Speaker 1: that day as the most difficult of his life. Here's

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Speaker 1: what he told his employees in a video message. We

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Speaker 1: have laid off more people today then we probably hired

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Speaker 1: in the first years we've in business. I can't believe

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Speaker 1: those words have just come out of my mouth. And

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Speaker 1: we're doing so because we want to be here with you.

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Speaker 1: We want to be back in business when that gay comes,

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Speaker 1: which we can all visualize, when our restaurants and bars

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Speaker 1: and jazz books and events and ballparks and museums are

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Speaker 1: back to doing business as normal. Can you tell us

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Speaker 1: a little bit about the process of making that decision?

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Speaker 1: I understood, and I still understand that this is not

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Speaker 1: the thing that's going to end the world. It just isn't.

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Speaker 1: And unless you disagree with me, and then you say,

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Speaker 1: all right, if that's the case, it's going to be

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Speaker 1: over at a certain point. And when it's over, the

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Speaker 1: question will be who were you during the time and

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Speaker 1: what decisions did you make? Often incredibly distasteful and unpleasant decisions,

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Speaker 1: But what decisions did you during that time that will

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Speaker 1: set you up best two re emerge even stronger than

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Speaker 1: you went into this thing. The reason that was such

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Speaker 1: an incredibly tough day, and by the way, in my company,

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Speaker 1: Union Square Hospitality Group, there have been two of those days,

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Speaker 1: because there came a point when we really really hoped

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Speaker 1: we could get back into business sooner and create some

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Speaker 1: revenue sooner. And once we realize that New York at

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Speaker 1: that point was only getting more and more dangerous, we

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Speaker 1: actually had to go through a second round of cuts,

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Speaker 1: which I deeply hope is the last time we will

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Speaker 1: ever have to do that. But on on the date

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Speaker 1: you just said we had employees at Union Square Hospitality Group,

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Speaker 1: today we have seventy. And once we made that decision,

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Speaker 1: which is that the only responsible thing to do if

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Speaker 1: you truly care about people, is to set yourself up

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Speaker 1: to be able to re employ them when it's safe

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Speaker 1: to do so, then you have to make sure that

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Speaker 1: your business doesn't go out of business. It was almost

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Speaker 1: a business version of chemotherapy, because in order to survive,

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Speaker 1: you had to do something that almost kills you in

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Speaker 1: the meantime, and at this point, the best thing we

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Speaker 1: can do is stay alive. The second thing is stay safe,

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Speaker 1: and the third thing is stay connected. And we've been

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Speaker 1: trying like crazy to just keep those three things in

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Speaker 1: our mind in the belief that when we do those things,

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Speaker 1: we will be in a position to do the next

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Speaker 1: three things. And the next three things are hopefully benefit

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Speaker 1: from some advances in science, whether it be testing or

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Speaker 1: medication or ultimately a vaccine. So science um. And then

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Speaker 1: secondly to UH to hopefully create the type of safety

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Speaker 1: structures so that people gradually feel safer uh actually and

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Speaker 1: emotionally to come back to work and to go out

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Speaker 1: to eating in And if we can do those things,

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Speaker 1: I really trust will be will be okay. On the

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Speaker 1: other end, in the meantime, Danny is donating his own

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Speaker 1: salary and the pay cuts from his executive staff to

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Speaker 1: an employee relief fund set up for laid off workers.

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Speaker 1: He says he hopes to rehire all those who are

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Speaker 1: let go as soon as possible, but to get to

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Speaker 1: that point safely, his restaurants, if not the industry as

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Speaker 1: a whole, will have to change, at least for now.

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Speaker 1: I would say that what we're going through right now

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Speaker 1: is probably the greatest experiment in leadership agility that this

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Speaker 1: planet has ever seen. Every day requires each of us,

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Speaker 1: in in every leadership role, to pivot. There's generally a

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Speaker 1: spirit of collegiality, and everybody is really trying to figure

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Speaker 1: out the same kind of answers, which is, what the

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Speaker 1: hell do we do right now? And you know, what

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Speaker 1: are the kinds of things that we can do safely

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Speaker 1: to bring our team back as quickly as possible. I'm

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Speaker 1: not talking primarily about full service restaurants. I'm talking about

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Speaker 1: the kind of restaurants where you've got a host in

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Speaker 1: a maitre d and bartenders and you've got so many

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Speaker 1: as pouring wine and they don't know how to pour

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Speaker 1: wine from six ft away without throwing the wine into

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Speaker 1: somebody's glass. And you talk about waiters and waitresses. His

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Speaker 1: job it is to clear tables and touch people's glasses

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Speaker 1: and touch people's napkins while they're clearing them. And you

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Speaker 1: talk about co checking and getting a cod check and

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Speaker 1: handing your coat to someone else, and you know, giving

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Speaker 1: your credit card to somebody when you don't want anyone

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Speaker 1: to touch your credit card. The best judgment I have

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Speaker 1: is that once there's a vaccine, you'll start to see

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Speaker 1: a lot more people coming back. They'll probably start with

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Speaker 1: being younger people, because let's face it, younger people statistically

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Speaker 1: and emotionally have felt a little bit less endangered than

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Speaker 1: people who are, let's say, north of sixty years old,

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Speaker 1: and and we'll be we'll be adjusting and making those

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Speaker 1: adjustments as well to make it feel as safe as

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Speaker 1: we possibly can. The sad thing, though, is that, unlike

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Speaker 1: after nine eleven, where there was pre existing technology of

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Speaker 1: metal detectors that just needed to be deployed at office

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Speaker 1: buildings and ballparks and Disneyland and obviously at airports, there

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Speaker 1: is no virus detector that we have so far, and

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Speaker 1: so it's going to take a while before the public

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Speaker 1: at large feel safe congregated. And the other thing I'll

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Speaker 1: say is this another great advantage that I feel very

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Speaker 1: happy about for shake Shack is that shake Shack is

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Speaker 1: now proving that you can have no tables in your

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Speaker 1: dining room, which is the case today, and you can

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Speaker 1: still create revenue. If you ask a full service restaurant

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Speaker 1: two make money with fift of their tables removed, because

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Speaker 1: that's the safety protocol. Not only will it not feel

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Speaker 1: great in there, but the restaurant is actually going to

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Speaker 1: be at a financial disadvantage relative to just being closed.

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Speaker 1: So what do you do about that? Danny? I mean

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Speaker 1: that sounds pretty bleak. It is bleak, except that it

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Speaker 1: gets back to this question of agility. And I think

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Speaker 1: that the great leaders of this minute, the future is now,

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Speaker 1: it's it's not tomorrow, and it's not six months from now.

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Speaker 1: The great leaders are going to say, I need to

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Speaker 1: create a new business scenario. And the reason I'm on

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Speaker 1: this team is that my leaders believe that I am

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Speaker 1: emotionally and intellectually agile enough to to work and come

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Speaker 1: up with a new business scenario. The kind of people

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Speaker 1: who say that's not how we do it around here

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Speaker 1: are not going to succeed in this environment at all.

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Speaker 1: So in our industry, the obvious two things people are

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Speaker 1: talking about in the full service business our delivery and

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Speaker 1: pick up. And I'm challenging our teams at Union Square

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Speaker 1: Hospitality Group every single day to ask yourself, what does

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Speaker 1: that word delivery mean? All right? Does it have to

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Speaker 1: mean all of the big delivery aggregators where the person

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Speaker 1: picking up the food is someone who's never been to

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Speaker 1: your restaurant and the apartment that they're delivering to is

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Speaker 1: someone they don't know? What if? What if? Delivery for

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Speaker 1: Union Square Hospitality Group meant something much more akin to

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Speaker 1: house calls like we used to get in the old

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Speaker 1: days from doctors. What if we could take a big

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Speaker 1: city and make it smaller, and what if the person

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Speaker 1: who delivered your food is someone who we rehired. Maybe

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Speaker 1: it's a cook, maybe it's a waiter, and maybe they

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Speaker 1: have a personal connection. What if delivery was a tight

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Speaker 1: zone just like it like it used to be in

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Speaker 1: the old days, where we're actually we're building hospitality experiences

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Speaker 1: and relationships even though we're not creating the greatest you know,

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Speaker 1: distance for all of our delivery. Now that's a different

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Speaker 1: thing that we face. I think shake Shacks doing exactly

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Speaker 1: the right thing to make a shock Burger available on

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Speaker 1: any platform that exists. When you talk Danny to just

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Speaker 1: as a follow up to some of your friends in

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Speaker 1: the restaurant business, I mean, what are some of the

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Speaker 1: most innovative, interesting ideas that you've heard, uh to to

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Speaker 1: fill out this time period between now and a vaccine

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Speaker 1: or now when when things will feel kind of back

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Speaker 1: to normal hopefully. Well, we're seeing a lot of exciting things. Um.

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Speaker 1: One of the ones that I like the most is

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Speaker 1: the notion of restaurants creating a subscription model where every

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Speaker 1: Thursday or every you know, pick a day of the week.

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Speaker 1: You could pick your favorite seven restaurants, you pick your

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Speaker 1: favorite fifty restaurants. But you can subscribe that on a

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Speaker 1: given day of the week, that restaurant will deliver to

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Speaker 1: you either a market basket of ingredients with recipes with

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Speaker 1: which you can cook, you can get on FaceTime with

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Speaker 1: the chef, and you know, get personalized instructions. You trust

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Speaker 1: how Grammercy Tavern sources its fish or its meat, which

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Speaker 1: or it's vegetables, which helps all of our suppliers, which

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Speaker 1: is a really important thing. So I love that model.

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Speaker 1: I also love the model which says, um, tell us,

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Speaker 1: how many people are going to be sitting at your

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Speaker 1: family table on Tuesday night, and and we're going to

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Speaker 1: cook for you, and and this is what it is.

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Speaker 1: Restaurants do not need to have the same experience. You know,

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Speaker 1: if if Katie, if if you and Muellner, and Autrey

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Speaker 1: and I went out to dinner, the four of us

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Speaker 1: would invariably order four different appetizers and four different main courses.

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Speaker 1: We'd all want to have the experience of trying a

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Speaker 1: little bit of this and that. That's different right now,

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Speaker 1: I think family meal means the restaurant now has the

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Speaker 1: opportunity to pare down its offerings, which it's going to

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Speaker 1: need to do to be profitable, and just say, trust us,

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Speaker 1: you know you love this restaurant. We're doing roast chicken

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Speaker 1: on Tuesday night. Would you guys like that for your

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Speaker 1: family of six or whatever? So I love that kind

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Speaker 1: of thing. I also love UM. Something that we've been

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Speaker 1: doing at Union Square Hospitality Group is we've been conducting

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Speaker 1: online auctions and we've been contributing all the money to

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Speaker 1: our to our Hugs fund UM and we're finding experiences

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Speaker 1: are selling. We're finding that wine is selling in interesting

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Speaker 1: ways because now we're able to to sell wine off premise,

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Speaker 1: which we were not able to do before this. So

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Speaker 1: what's great is some of these things are gonna stick

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Speaker 1: even after this is over. And I think that that

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Speaker 1: if we add those to our pre existing business model,

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Speaker 1: we could we could emerge from this in a much

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Speaker 1: stronger place even than we went into it. But we're

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Speaker 1: gonna have to be patient. When we come back, we'll

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Speaker 1: talk with Danny Meyer and Shake Shack CEO Randy Garudi

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Speaker 1: about that ten million dollars small business loan in two

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Speaker 1: thousand one, shake Shack was nothing more than a hot

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Speaker 1: dog cart inside Madison Square Park in New York City,

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Speaker 1: but by two thousand four Danny Meyer opened its first

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Speaker 1: permanent location inside that same park and expanded the menu

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Speaker 1: to include its signature burgers, fries, and shakes. By two

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Speaker 1: thousand fifteen, Shake Shack was a national chain and a

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Speaker 1: publicly traded company with hundreds of locations around the country

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Speaker 1: and the world. After COVID hit, some shake Shacks closed,

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Speaker 1: particularly the international spots and airport locations, but a lot

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Speaker 1: of them have been able to stay in, which has

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Speaker 1: required some major flexibility on the part of CEO Randy Garudi,

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Speaker 1: and he says the leadership of his national teams we

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Speaker 1: have watched literally um not our executive team pushed down,

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Speaker 1: although we have said the standards of safety, we need

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Speaker 1: to stay open so that we can employ our team.

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Speaker 1: Here's how we're going to take care of our team.

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Speaker 1: But you tell us how and I have just just

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Speaker 1: blown away every day and you're following it on people's

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Speaker 1: Instagrams then posting shape Jack turning into a drive through, Katie.

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Speaker 1: We've never had a drive through. We don't have a

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Speaker 1: drive through, but we've got, I don't know, fortify them

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Speaker 1: around the country right now that our teams just figured

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Speaker 1: out how to do. We figured out how to sell

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Speaker 1: Hamburgers to your front door, delivered via FedEx with a

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Speaker 1: new partner um and constantly thinking about how do we

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Speaker 1: work six ft away from each other, how do we

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Speaker 1: keep delivery drivers safe and away from each other, which

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Speaker 1: is a great challenge, and yet how do we slowly

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Speaker 1: build back these sales. There's some shake Shacks that today,

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Speaker 1: in the last couple of weeks have actually done more

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Speaker 1: sales than they did last year during this time. That

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Speaker 1: blows my mind. And it's only because of the entrepreneurial

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Speaker 1: spirit of this team. Uh, they gotta keep going. They're

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Speaker 1: gonna keep defining how we're going to get out of

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Speaker 1: this and and that's the most exciting thing. And that's

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Speaker 1: where on the other side of this, we've already started

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Speaker 1: saying we're gonna think about shake Shacks differently. We're gonna

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Speaker 1: be that community gathering place more than we've ever been,

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Speaker 1: because without question, I believe humans need to gather with

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Speaker 1: humans and as soon as we're allowed at some level,

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Speaker 1: we're gonna do it. And Shake Shack is going to

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Speaker 1: be a place they choose. But in the meantime, we've

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Speaker 1: got to be more convenient, we've got to be safer,

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Speaker 1: and no matter how you want it, we've got to

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Speaker 1: provide that our team is going to be the ones

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Speaker 1: to answer that, and they're doing that now. You know,

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Speaker 1: I don't want to get too in the weeds with this,

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Speaker 1: but I know you had some pushback on social media

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Speaker 1: Danny when well, when we I don't know who wants

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Speaker 1: to take this or Randy, when shake Shack received a

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Speaker 1: ten million dollar P P P loan which has since

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Speaker 1: been returned. You said, Danny that you understand the frustration,

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Speaker 1: but you believe that the criticism was was really misdirected. Danny,

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Speaker 1: mind if I take that too, because I don't mind

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Speaker 1: at all. I'll look, I'll start Katie. We had, as

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Speaker 1: every government opportunity has been presented, the p p P

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Speaker 1: loans immediately to us became an opportunity to keep more

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Speaker 1: of our team employed for a longer period. Uh No

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Speaker 1: one during that time imagined that the very small businesses

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Speaker 1: who was intended for would not be able to be

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Speaker 1: getting the money. As soon as we received the money

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Speaker 1: that we applied for, under the terms of the loan.

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Speaker 1: You started to hear those those stories you started here,

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Speaker 1: the smallest businesses couldn't get it, if you didn't have

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Speaker 1: a banking relationship, you couldn't get it. And and we

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Speaker 1: went through that very quickly, and Danny and I and

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Speaker 1: our teams we got on the phone that weekend and

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Speaker 1: we said, this isn't right, This wasn't in turn meant

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Speaker 1: for us. Um, we're gonna give it back, and we're

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Speaker 1: gonna lead a national conversation. And shake Check was the

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Speaker 1: first company to give it back, to explain why we

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Speaker 1: thought it was appropriate in the first place, and how

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Speaker 1: we were giving it back immediately. And I believe that

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Speaker 1: that move caused a national conversation that has caused so

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Speaker 1: many other companies that also give it back but improve

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Speaker 1: the terms of the next round of funding, which is

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Speaker 1: now in playing. You're already hearing as challenging as it

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Speaker 1: is still for so many it has gone so far,

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Speaker 1: and we Danny and I's inboxes have been filled with

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Speaker 1: facts from small business owners saying thank you for leading us,

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Speaker 1: thank you for starting this conversation. It was not easy.

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Speaker 1: There's a lot of questions about it, and we feel

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Speaker 1: incredibly proud of the leadership role we were able to

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Speaker 1: play in this moment. Danny, you're on the state advisory

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Speaker 1: group that will guide the reopening of New York So

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Speaker 1: can you us tell us a little bit about that

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Speaker 1: and how that's going to work, and how you're coordinating

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Speaker 1: and some of the key leaders you're talking to. Well,

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Speaker 1: I wish I could, Katie. I'm also trying to do

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Speaker 1: it for New York City NYC and Company as well. Um.

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Speaker 1: I was very happy to answer the call when Governor

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Speaker 1: Cuomo's team said, will you be one of a hundred

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Speaker 1: people on the committee? I think it's called Onward New York,

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Speaker 1: and it's it's for all of New York State, and

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Speaker 1: I think I'm one of probably of the hundred people

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Speaker 1: on the committee, probably six of us come from the

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Speaker 1: restaurant industry. So we haven't had a meeting yet. I

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Speaker 1: think this was announced in anticipation of of figuring out

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Speaker 1: how this group would actually provide input. I don't know

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Speaker 1: whether it's going to be industry by industry, whether it

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Speaker 1: might be the cultural institutions, the sports institutions, you know, uh, finance,

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Speaker 1: real estate, whatever, whatever. There's lots and lots of different aspects.

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Speaker 1: What I will say is that while I have not

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Speaker 1: been asked any questions yet, um, I'm beginning to ask

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Speaker 1: a lot of the questions myself. And one thing we

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Speaker 1: know about this is that this impacts all of us.

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Speaker 1: This rising tide is going to either lift or drop

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Speaker 1: all boats. And so the one thing I do want

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Speaker 1: to do is make it as clear as I can

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Speaker 1: that I want to be a vehicle or a vessel

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Speaker 1: through which other restaurateurs can share their thoughts, their ideas.

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Speaker 1: We all know what our fears are. I don't need

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Speaker 1: a whole lot of help on that. It's it's it's

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Speaker 1: been pretty bleak, But I think that getting to the

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Speaker 1: point that that our industry can make the changes it needs,

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Speaker 1: and we're gonna need some governmental help on that so

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Speaker 1: that we can get reopened. You know, the funding that

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Speaker 1: you were talking to Randy about actually doesn't even work

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Speaker 1: for most restaurants. So with all the hullabaloo, uh, believe

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Speaker 1: it or not, I've as much as I've heard positive

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Speaker 1: response uh from people saying what a great decision shake

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Speaker 1: Shack made to lead the way. I've heard from restaurateurs

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Speaker 1: who got the funds and who said why are you

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Speaker 1: out there moralizing and preventing us, uh, you know, from

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Speaker 1: using our funds without being embarrassed about it. And I've

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Speaker 1: also heard from restaurateurs who said, we wish we had

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Speaker 1: had a banking relationships so we could have gotten them.

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Speaker 1: But guess what, Katie, I've also heard from a ton

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Speaker 1: of people who said, these funds don't work anyway for

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Speaker 1: restaurants because it is a nonforgivable loan for which you're

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Speaker 1: on the hook if you do not rehire the proponerance

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Speaker 1: of your team by June, and the full service restaurant

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Speaker 1: industry will not be ready to rehire the proponance of

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Speaker 1: their team by June. And so one of the things

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Speaker 1: I want to do on this commission. Now that's a

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Speaker 1: federal law, but I also think that there are state opportunities.

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Speaker 1: They can be very very helpful regulatory wise, and also

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Speaker 1: some of the taxation aspects as well as some of

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Speaker 1: the landlord kind of controls that happened staywide. So I'll

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Speaker 1: be taking in as many good as ideas as I

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Speaker 1: can and then try faithfully to communicate those to the

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Speaker 1: to the advisory committee. You know, I'm just thinking, just

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Speaker 1: hearing you guys, for all the New Yorkers who have

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Speaker 1: loved your restaurants for many years, who have found so

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Speaker 1: much joy and community, not to mention great food. Um,

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Speaker 1: can can people just I know their gift cards? For example,

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Speaker 1: a friend of mine sent over a dinner we're in

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Speaker 1: East Hampton from a local restaurant because she wanted to

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Speaker 1: support that restaurant. UM. I guess that's just one example.

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Speaker 1: But are there other things that people can do to

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Speaker 1: help to help rise those boats? If you will, Danny,

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Speaker 1: There's two things I would say, Katie. One is continue

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Speaker 1: to talk about the importance that restaurants play in your

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Speaker 1: life and and in the economic life of this country.

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Speaker 1: I think that until this moment, that the vast majority

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Speaker 1: of Americans. I don't say this in a in a

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Speaker 1: negative way, but I just don't think they understood how

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Speaker 1: impactful restaurants are to the overall economy of the country.

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Speaker 1: There are six sixty thousand restaurants in America, second largest

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Speaker 1: employer next to government. I don't know that the average

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Speaker 1: American knew that. I think that because there's so many

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Speaker 1: were not looked at like the auto industry or like

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Speaker 1: the airline industry, where you can kind of get your

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Speaker 1: arms around it so be be aware of it. And

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Speaker 1: I think that that that has risen to the national conversation.

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Speaker 1: When a restaurant goes out of business, it it impacts

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Speaker 1: the economy in a massive way. And it's it's the

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Speaker 1: people who work there. It is people not buying food

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Speaker 1: at a certain point um from their suppliers or beverages.

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Speaker 1: There are societal issues as well. When a restaurant is closed,

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Speaker 1: your neighborhood feels different. Just think about when you've walked

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Speaker 1: by a closed restaurant. It doesn't feel as good, doesn't

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Speaker 1: feel as safe. And then I would also say that

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Speaker 1: restaurants play such an important part in the emotional fabric

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Speaker 1: of this country, which is it's where you go. Like

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Speaker 1: this month, the month of May, we have graduations, we

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Speaker 1: have weddings. It would have been baseball season, it would

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Speaker 1: have been the Kentucky Derby, and all these things that

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Speaker 1: just feel good to people to celebrate and where food

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Speaker 1: plays a role, just aren't happening right now. The other

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Speaker 1: really cool thing about restaurants is that the people who

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Speaker 1: work in restaurants do it because they love relationships. They

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Speaker 1: love when they see you come in, they love when

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Speaker 1: they see their regulars who are always on table forty

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Speaker 1: two or forty one. They love that they know that

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Speaker 1: my wife is allergic to lobster, and somehow that makes

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Speaker 1: her feel good that they remember that. If everyone in

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Speaker 1: America wrote a two sentence email to someone who they

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Speaker 1: know who works in a who worked in a restaurant

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Speaker 1: and just said we miss you and can't wait till

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Speaker 1: you guys reopen, if you only knew what that would

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Speaker 1: be worth, just emotionally, that would feel great when we

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Speaker 1: come back. Danny and Randy with a pep talk not

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Speaker 1: only for their employees, but for all of us. Restaurants

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Speaker 1: are not only the places we choose to celebrate our

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Speaker 1: milestones and special occasions. They're also the careers and livelihoods

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Speaker 1: of the more than twelve million people who work in

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Speaker 1: the industry. Because these are some very anxiety producing times

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Speaker 1: for those people, I asked Randy Garuti and Danny Meyer

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Speaker 1: for some words of encouragement. First, Randy, I would continue

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Speaker 1: to believe that sometime, not far from now, we are

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Speaker 1: going to be able to be shoulder shoulder together. I

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Speaker 1: think the most powerful thing we can all do right

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Speaker 1: now for each other is when we go to a restaurant,

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Speaker 1: or when you see the FedEx driver uh come up

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Speaker 1: to your house to bring you food to keep you alive,

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00:26:34,560 --> 00:26:36,680
Speaker 1: or when you go to a grocery store or ride

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00:26:36,680 --> 00:26:39,680
Speaker 1: a bus that you looked that person in the eye.

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00:26:40,200 --> 00:26:43,240
Speaker 1: Eyes are still not covered last time I checked, and

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00:26:43,280 --> 00:26:45,919
Speaker 1: you say thank you, and you really mean it, and

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00:26:45,960 --> 00:26:48,199
Speaker 1: you really really sincerely man. And I think if we

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00:26:48,320 --> 00:26:52,360
Speaker 1: do that for each other and remind each other that

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00:26:52,359 --> 00:26:55,840
Speaker 1: that this truly is temporary, it is even as uncertain

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00:26:55,880 --> 00:26:59,280
Speaker 1: as it is, and we look towards a future where

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00:26:59,400 --> 00:27:03,760
Speaker 1: we will add again. Um. I think that's that's all

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00:27:03,800 --> 00:27:05,639
Speaker 1: we need. One day at a time, one hour at

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00:27:05,640 --> 00:27:08,679
Speaker 1: a time, one hopeful, caring human being to another at

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00:27:08,720 --> 00:27:11,520
Speaker 1: a time. Danny, do you want to add anything to that?

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00:27:12,440 --> 00:27:15,480
Speaker 1: I guess what I want to say is, Um, if

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00:27:15,480 --> 00:27:18,840
Speaker 1: you're someone listening to this and you're feeling anxious, so

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00:27:19,000 --> 00:27:22,600
Speaker 1: am I and and I think that there's room to

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00:27:22,760 --> 00:27:27,080
Speaker 1: feel anxious and and hopeful at the same time. I

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00:27:27,119 --> 00:27:32,760
Speaker 1: think anxiety is a very natural human response to not

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00:27:33,920 --> 00:27:37,399
Speaker 1: knowing what's around the next corner. What I don't want

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00:27:37,520 --> 00:27:41,720
Speaker 1: to see happen to people is to anticipate that the

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00:27:41,760 --> 00:27:45,840
Speaker 1: thing around the next corner is going to be even worse. UM,

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00:27:45,920 --> 00:27:50,360
Speaker 1: and therefore live in that and that feeling of what

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00:27:50,440 --> 00:27:55,840
Speaker 1: you anticipate might be worse, because I really think that, UM,

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00:27:55,880 --> 00:27:59,199
Speaker 1: and I really pray that the worst is behind us

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00:27:59,240 --> 00:28:03,399
Speaker 1: at this point. I think that the there's still going

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00:28:03,440 --> 00:28:07,119
Speaker 1: to be a lot of of pain and hurt and

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00:28:07,600 --> 00:28:11,360
Speaker 1: illness in this country, and we've got to stay resolute

459
00:28:12,200 --> 00:28:14,680
Speaker 1: as we have been to this point, otherwise this thing

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00:28:14,760 --> 00:28:17,400
Speaker 1: is going to come back. But I do believe that

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00:28:17,480 --> 00:28:20,800
Speaker 1: we are at a point where UM, we for the

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00:28:20,840 --> 00:28:24,320
Speaker 1: first time we I couldn't have had this conversation two

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00:28:24,400 --> 00:28:29,439
Speaker 1: weeks ago about how do we potentially see reopening restaurants.

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00:28:30,080 --> 00:28:33,800
Speaker 1: I just couldn't see beyond the safety aspects of it.

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00:28:34,240 --> 00:28:37,119
Speaker 1: Now I have to be able to host both of

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00:28:37,160 --> 00:28:41,960
Speaker 1: those things, which is human survival and and then what's

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00:28:42,000 --> 00:28:45,360
Speaker 1: next for the business to survive as well. Again, I

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00:28:45,640 --> 00:28:48,720
Speaker 1: do want to just say that our our guests have

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00:28:48,800 --> 00:28:52,400
Speaker 1: been amazing so far. We've only reached out asking people

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00:28:52,440 --> 00:28:56,280
Speaker 1: either to buy gift cards that we were then contribute

471
00:28:57,160 --> 00:29:00,560
Speaker 1: of the revenues to our to our fund UM and

472
00:29:00,880 --> 00:29:04,680
Speaker 1: or to buy auction items or in some cases contribute

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00:29:04,720 --> 00:29:08,760
Speaker 1: auction items, Um, and Katie, if you ask me one

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00:29:08,760 --> 00:29:10,680
Speaker 1: more time, I'm going to get you hooked into having

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00:29:10,800 --> 00:29:14,080
Speaker 1: cocktails with Katie and Danny. Hey, I'd be glad to

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00:29:14,120 --> 00:29:18,440
Speaker 1: do that, but you know, I don't know if that

477
00:29:18,480 --> 00:29:20,840
Speaker 1: would get I don't know if that would get much money,

478
00:29:20,880 --> 00:29:24,920
Speaker 1: you guys, But if anyone out there wants to pay

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00:29:24,960 --> 00:29:28,160
Speaker 1: for that, I am definitely in. And that does it

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00:29:28,280 --> 00:29:31,480
Speaker 1: for this episode of Next Question. The interview with Danny

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00:29:31,520 --> 00:29:34,560
Speaker 1: Meyer and Randy Garuty was recorded as a part of

482
00:29:34,560 --> 00:29:38,560
Speaker 1: a virtual Shake Shack leadership retreat and was edited for

483
00:29:38,600 --> 00:29:41,560
Speaker 1: this podcast. You can keep up with all of my

484
00:29:41,640 --> 00:29:44,960
Speaker 1: interviews as well as the day's most important news by

485
00:29:45,000 --> 00:29:48,480
Speaker 1: subscribing to my morning newsletter, wake Up Call. You can

486
00:29:48,520 --> 00:29:52,440
Speaker 1: find that at Katie Couric dot com and to subscribe

487
00:29:52,440 --> 00:29:55,479
Speaker 1: to Next Question, and please do look for us on

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00:29:55,560 --> 00:29:59,400
Speaker 1: Apple podcast, the I Heart Radio app, or wherever you

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00:29:59,520 --> 00:30:02,680
Speaker 1: listen to your favorite shows. Until next time at my

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00:30:02,760 --> 00:30:14,920
Speaker 1: Next Question, I'm Katie Couric. Thanks so much for listening everyone.

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00:30:15,520 --> 00:30:17,800
Speaker 1: Next Question with Katie Couric is a production of I

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00:30:17,920 --> 00:30:21,360
Speaker 1: Heart Radio and Katie Currik Media. The executive producers are

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00:30:21,440 --> 00:30:25,200
Speaker 1: Katie Curic, Courtney Litz, and Tyler Klang. The supervising producer

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00:30:25,280 --> 00:30:29,840
Speaker 1: is Lauren Hansen. Our show producer is Bethan Macaluso. The

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00:30:29,880 --> 00:30:34,040
Speaker 1: associate producers are Emily Pinto and Derek Clements. Editing by

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00:30:34,120 --> 00:30:39,160
Speaker 1: Derrek Clements, Dylan Fagan and Lowell Berlante, Mixing by Dylan Fagan.

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00:30:39,680 --> 00:30:44,280
Speaker 1: Our researcher is Gabriel Loser. For more information on today's episode,

498
00:30:44,440 --> 00:30:46,920
Speaker 1: go to Katie Couric dot com and follow us on

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00:30:46,960 --> 00:30:53,800
Speaker 1: Twitter and Instagram at Katie Kurik. For more podcasts for

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00:30:53,880 --> 00:30:57,000
Speaker 1: my heart Radio, visit the I heart Radio app, Apple podcast,

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00:30:57,120 --> 00:31:00,320
Speaker 1: or wherever you listen to your favorite shows,