The Clementine Way: Leading with Culture

Chefs John and Elise Russ view their San Antonio restaurant, Clementine, as an extension of their home and they make employee well being a top priority. 

“When our employees feel valued and supported, it directly translates into exceptional guest experiences,” the couple told Modern Restaurant Management (MRM) magazine.”They feel empowered to create memorable moments for our guests and to address issues before they escalate. Happy, well-rested cooks make fewer mistakes and are more creative, often contributing new ideas for dishes and flavors. When staff feel supported, they’re also willing to go the extra mile for both their managers and our guests, making the restaurant experience truly special.”

Opened in 2018, the neighborhood restaurant boasts a workplace culture rooted in care, communication, and respect. From weekly staff newsletters to a thoughtful employee handbook and a focus on work-life balance, Clementine is driven by a belief that the best food comes from the best environments, and that starts with taking care of people first.

The husband and wife team discuss the philosophy and practical applications behind Clementine's culture-first approach, offering insights into their motivations for prioritizing employee well-being, their operational strategies, and the tangible benefits of fostering a supportive work environment.

What experiences at previous jobs led you to prioritize culture and employee well-being at Clementine?

In previous jobs, we witnessed high turnover because the work environment wasn’t sustainable. There was little room for employees to have a life outside of work. When we opened Clementine, we wanted to create a place where people could grow and stay as long as it made sense for their career path.

When we opened Clementine, we wanted to create a place where people could grow and stay as long as it made sense for their career path.

We also experienced workplaces where ownership was dishonest with staff and accountability was rare. That kind of environment has a strong impact on morale, so at Clementine, we prioritize honesty and hold everyone, ourselves included, to the same standards.

What do you look for in a staff member and what is your retention?

First and foremost, we look for staff members who are the right fit for our current team. We often have potential hires come in for a stage so we can see how they work with everyone on staff. Sometimes it’s not the most technically skilled person who gets the job, but the one who best fits the existing team dynamic.

Our retention can fluctuate and sometimes looks misleading. Many front-of-house staff are in school, and this role is often a stepping stone toward their next career move. We’re always happy when staff move on to opportunities that are a better fit for their goals or part of their long-term career path.

Explain the thoughtful employee handbook and how it differs from a traditional one. What are some examples of what you include and what was the process of putting it together?

We’ve put a lot of care into our employee handbook, revising it several times; first during COVID and then a few years later. Unlike a traditional handbook that’s mostly legal requirements and policies, ours begins with a welcome letter from the two of us, which we feel sets the right tone for new employees.

We then outline our mission, credo, keys, and service standards. These four elements form the backbone of Clementine. We review them regularly, taking turns during weekly manager meetings and twice a year with all staff. When difficult decisions arise, we often use these principles as a guide to ensure our actions align with our values.

The remainder of the handbook covers the standard legal requirements and benefits we offer, but what sets it apart is how much it reflects our philosophy and culture, not just rules.

What goes into the staff newsletter and why do you think this is an effective communications tool for staff?

Our staff newsletter includes a mix of important events, guest reviews, happenings around San Antonio that week, photos, and a highlight of one of our key elements from that week’s manager meeting. I personally love receiving it each week. It’s fun to see the pictures and learn about free events in the city. We encourage our staff to get out and enjoy San Antonio on their time off, helping them balance work and personal life.

The newsletter also shares guest feedback, both positive and constructive, so staff can see how their work is impacting our guests. Overall, it’s a positive, reinforcing tool: it keeps everyone informed, highlights accomplishments, and reminds our team that they’re appreciated.

How have you partnered with the National and Texas Restaurant Associations?

We’ve been members of the Texas Restaurant Association (TRA) since 2020, and it has been one of the most inspiring organizations we’ve joined. Through the TRA, we’ve attended the National Restaurant Association Conference in Washington, D.C. three times and visited our state capitol in Austin to meet with lawmakers.

TRA has helped us find our voice and shown us that our concerns matter to legislators. We’ve advocated on issues such as no tax on tips and overtime, credit card processing fees, and immigration reform, among others. Being part of TRA has not only empowered us to engage in meaningful advocacy but also strengthened our understanding of the broader challenges and opportunities facing the restaurant industry.

What advice would you give to other restaurant operators who are thinking of shifting to a similar culture-first model?

I would tell other restaurant operators considering a culture-first model that, in today’s world, there really isn’t another way. People want and deserve to feel valued. For us, it’s important to create an environment that we actually enjoy coming to every day.

Focusing on culture isn’t just the right thing to do, it’s also smart business.

Morale directly affects your business. We can usually tell when there’s a problem with staff because negative customer reviews start showing up about three days later. It makes sense, when employees don’t feel comfortable or supported at work, they can’t perform at their best. Focusing on culture isn’t just the right thing to do, it’s also smart business.

In what ways is this message: “a strong, supported team is the heart of a truly great restaurant” translated to the guest experience?

When our employees feel valued and supported, it directly translates into exceptional guest experiences. They feel empowered to create memorable moments for our guests and to address issues before they escalate. Happy, well-rested cooks make fewer mistakes and are more creative, often contributing new ideas for dishes and flavors. When staff feel supported, they’re also willing to go the extra mile for both their managers and our guests, making the restaurant experience truly special.

Why do you feel pauses to reflect are so important in a restaurant environment?

One of our five keys is to take breaks to recharge, renew, and research. We put this into practice by closing the restaurant the first week of January and for a week around the

Fourth of July. We believe it’s essential for our employees to have dedicated time at home with their families or to take a vacation. Having predictable, guaranteed time off allows everyone to step away from day-to-day responsibilities, reflect, and return feeling refreshed, invigorated, and ready to give their best at work.

How do you maintain the established culture and values in a hectic restaurant kitchen?

Maintaining our culture and values in a hectic kitchen is one of our biggest challenges. First and foremost, we hire managers who embody our values so that even when we aren’t in the restaurant, the culture is upheld. We also strive to consistently model our values for the staff, and when we make mistakes, we admit them and keep working to improve. It’s an ongoing effort, but being intentional and transparent helps our team stay aligned, even in the busiest moments.