If you’ve ever waited tables, you know it’s more than just taking orders and delivering food — it’s a crash course in adaptability, problem-solving, and leadership. The skills I gained working in restaurants have stayed with me long after I left the industry, shaping how I approach challenges and lead teams today.

My post-college move to New York City, and associated high cost of living, necessitated consistent and immediate employment. Like many transplants this led me to various restaurant positions and eventually management of a busy institution in the Theatre District, all while earning a master’s degree in Macro Social Work. Now, in my role as a Project Manager, I regularly draw on the lessons I learned working in restaurants. Here are three skills that are worth developing for anyone in client service roles:

Adapting to change

There is no night in a restaurant where everything goes smoothly. Inevitably the credit card machine will go out, you’ll run out of bread, or a customer will have a meltdown, all while you’re trying to juggle 400 customers and manage your staff. Learning to expect the unexpected at every turn and think quickly and creatively to solve problems has been something I apply daily to work with our clients.

“How Can I Help?”

As a manager, this was the first thing I said to any staff member, customer, or vendor with an issue. That mindset of dynamically problem-solving translates perfectly to our project management approach. In a fast-paced restaurant, you need to be ready to solve problems that it is often hard to prepare for ahead of time. As you do the job longer, you develop tricks of the trade that help you solve general types of problems, even if you haven’t encountered the exact one before. Just like a recipe can be adjusted depending on the ingredients you have, there are different ways to gather audience input to shape a strategy. But typically there is one that makes the most sense for each organization’s goals and budget.

Leading with “How can I help?” also meant modeling the kind of teamwork I expected from my staff. Whether it was clearing tables or running food when the kitchen was backed up, being willing to step in wherever needed helped build trust and morale — and the same applies when working with clients and partners today.  This willingness to step in and support the team fosters a collaborative environment and sets a positive example, principles that are universally applicable in leadership roles across various sectors.

Consider Perspective and Experience

Much of my work at Reach has involved facilitating and capturing authentic audience and community insights. I’ve spent years in a job where unusual hours, working on holidays, and having to pick up shifts unexpectedly are the norm, and I keep this in mind when planning community engagement events. Turnout and engagement can be greatly increased when you factor the lived reality of the people you want to engage. When you  consider things like time of day and day of week, and the location of events if in-person, and take simple steps like offering food, child care, alternate times, or compensation for people’s time and input, the increased engagement is always worth the expense in terms of making the depth of insight from the research more worthwhile.

Working in restaurants taught me more than how to manage a busy dining room — I learned how to think on my feet, lead with empathy, and stay focused under pressure. The ability to adapt, problem-solve, and support others isn’t just valuable in the service industry, it’s the foundation of effective leadership in any field. The lessons I learned waiting tables continue to shape how I approach challenges and collaborate with others every day.