The Rules You Enforce Only Sometimes

The dress code applies on Saturday and not on Tuesday. The minimum spend is enforced when the room is full. The last-orders time depends on who is closing.

Everyone knows this. Nobody has decided it.

Why uneven is worse than absent

A rule nobody enforces is understood as not a rule. Guests adjust, staff adjust, nothing breaks.

A rule enforced sometimes creates three separate problems:

The guest who is refused feels singled out — correctly, because they were. The person before them was not.

The staff carry the decision. ⚠️ Without a clear line, every application is a personal judgement, and the guest argues with the person rather than with the policy. This is where the abuse lands, and it is entirely created upstream.

Nobody can be trained. A new starter cannot learn "it depends" and will either enforce nothing or enforce everything, both of which cause incidents.

Where the unevenness comes from

Rarely from indiscipline. Usually from one of these:

The rule was never actually decided. It emerged, and different people inherited different versions.

It has an unstated exception. Regulars, industry, someone's friend. ⚠️ The exception is real and reasonable and it is not written down, so from the floor it looks like the rule is arbitrary.

It conflicts with something else. "Enforce the minimum" against "fill the room" — the staff resolve the conflict by reading the situation, differently each time.

It is unenforceable as written. A rule requiring a manager present cannot apply when there is no manager present.

The three questions that fix a rule

For each policy that is applied unevenly:

One — is it actually a rule, or a preference? Some of these should be downgraded honestly. A preference stated as a rule guarantees inconsistency, and admitting it is a preference removes the problem entirely.

Two — what are the exceptions? Write them. ⚠️ An exception written down is a policy; an exception in someone's head is favouritism from the outside, regardless of intent.

Three — who can decide in the moment, and up to what? If the answer is "the manager", it will not hold at 01:00. Someone on the floor needs the authority, bounded.

The audit worth running once

Ask three staff to state each of your main rules and its exceptions.

Where they agree, you have a policy. Where they do not, you have a decision you have not made. The second list is usually longer than expected and takes an afternoon to resolve.

The one that matters most

Anything involving refusing entry or refusing service.

⚠️ Inconsistency here is not just an operational problem. Uneven application of an entry policy can look — and in some jurisdictions be — discriminatory, regardless of what anyone intended. Refusal criteria, how they are recorded, and what staff may act on are genuinely a legal question and worth putting in front of your counsel rather than settling internally.

The operational fix and the legal exposure point the same way: write the criteria, apply them the same way every night, and record the refusals.

What to do with a rule you will not enforce

Drop it.

An unenforced rule on a sign or a website is a promise you are not keeping, and it will be quoted back to you by the one guest who read it. Removing it costs nothing and removes an argument.

Three to hold

Rules where three staff give three answers. The decision list.

Refusals recorded, with reason. ⚠️ Both an operational record and the thing you will want if anyone ever asks.

Exceptions written down versus exceptions in practice. The gap is where the unevenness lives.

Where the record has to sit

If exceptions live in memory and refusals live nowhere, consistency depends entirely on who is working — and the pattern is invisible until someone complains.

tasteck keeps guest flags and notes on the record, so an exception that applies to a specific person is visible to whoever is on, rather than known only by the person who granted it.

The staff are not applying it inconsistently. They are resolving, nightly, a decision nobody upstairs has made.