It is an important question that some of us wrestle with while others may simply shrug their shoulders. We are in the business of service and in service to the business. To your employer, the financial success of the business is paramount – understandably so. But, to chefs, as much as this objective will always reign supreme, there are also those personal stakes in the ground that surround food and people that are central to who they are. To some, professional fulfillment and job satisfaction are closely tied to those stakes in the ground. In fact, they are what allows the chef to feel good about their chosen profession and their place in society.

It should not be a zero-sum game where to satisfy one, the other must suffer. Yet, in many cases that is reality. Should chefs be subservient to the financial demands of the business and disregard those things that make them whole? “We’re not paying you for your principles, we pay you to operate the kitchen efficiently and profitably.” From a strict business standpoint this statement seems reasonable, however at what personal price.

“If you can’t stand the heat of the kitchen,” is often an abused statement that fails to consider other aspects of decision making, integrity, and personal accountability. So, is there a compromise or a different way to approach the dilemma of business vs. personal needs? What can be most un-nerving for chefs is personal or peer critique that equates to: “How can you live with yourself?” Or “I thought you believed in….”

Here are some thoughts:

• It is very important, early in your career, to identify your lines in the sand. Separate what you would like to see vs. what must exist if you are to maintain your integrity as a professional cook. What you would like to see always provides room for compromise, where the lack of what must exist would make it difficult for you to function and look at yourself in a mirror.
• Establish what acceptable compromise looks like and use it as leverage for the bigger issues. If you are totally inflexible then how can you expect and employer to be any different?
• A stake in the ground that insists you will only buy ingredients from local farmers and vendors may not be wise based on consistency, availability, price controls, quality and service. However, stating that you will make every attempt to buy local when it makes sense is a healthy and realistic compromise that places the responsibility on the shoulders of local vendors to meet your standards.
• Be clear about the standards you will not compromise on at the time of hire. Explain why they are important to you and HOW these standards will positively impact the business. Remember, at the heart of most any issue is a sometimes unstated need to discover “what’s in it for me”. Why should an employer align with your personal beliefs if in fact they are not copasetic with what is important for the business?
• Approach issues of potential compromise with ideas for alternatives and keep your calm. Compromise rarely comes from anger or stonewalling. Think: “If the owners say no to this, then here are two other alternatives that will demonstrate my willingness to be flexible while still gaining some ground.”
• Do, at some point, ask yourself: “Why is this important to me?” Is fighting for it worth the battle and ongoing friction that will inevitably result?
• Prioritize and pick your battles. Is where you buy produce more important than standing up for fair pay policies with employees or freedom to plan menus that reflect your heritage or that of your team? It may be worthwhile to put some of those other beliefs on the back burner and fight for the priority win. Which issue will have the greatest impact on your staff, the operation, and your reputation?

We cook as we do for a variety of reasons. We dedicate a significant part of our lives to a profession for reasons that are important to us and not others. It may be the desire to serve or respect for family members who did the same at some point in time. We might cook because we are creative by nature and need an effective outlet for this. Maybe, the environment of the kitchen and the associated adrenaline rush found nearly every day is just the excitement you need, or it could simply be the joy of working with a team that helps you to jump out of bed in the morning. Whatever the reason, these factors need to be fed just as much as your bank account when you’re handed a weekly check. Find ways to service both needs and find a common place where employer and chef can live comfortably.

PLAN BETTER – TRAIN HARDER

Compromise is a good thing; it helps the world go round.

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