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WHY CULINARY PROGRAMS FAIL

15 Monday Mar 2021

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There has never been a more important time for culinary schools than right now.  Sure, I know how much the restaurant/foodservice industry is suffering and how many operations are shutting their doors as a result of avoiding decades of challenges brought to a head by the pandemic, but believe me when I say that this will change.  Everything will change for the better if we (the food industry and the culinary schools that provide the talent) change as a collective group.

 Just as the restaurant industry evolves, so too must the industry of education.  When this change does not occur then the strong shall survive and the weak shall perish.  There are ample examples of culinary school failure over the past ten years with the lion’s share since 2016.  If you understand that one way to avoid failure is to know why others wave the white flag, then a course might be set to do just the opposite: succeed.

So here are my 20 observations pertaining to why culinary schools fail:

  1. ENROLLMENT DEPENDENCE/ENROLLMENT DECLINE

All culinary schools are businesses as well as altruistic institutions for the betterment of mankind.  This means that the top line drives the bottom line (more students equals the ability to continue providing their products and services).  When enrollment declines then colleges must make decisions to trim services, increase class sizes, eliminate content, reduce investment in supplies, or shut their doors.  Programs need to either find ways to stabilize enrollment or come up with some other source of funding to support their efforts.  When schools seek to solve the challenge by lowering standards to attract a broader base of incoming students then the entire system begins to crumble.

  • LACK OF COHESIVE MISSION

What is the program’s purpose?  What are they trying to accomplish and what are the standards that they insist living by?  How will they measure their success as aligned with these standards or objectives?  If this is not clear then the organization is left without direction – a surefire way to fail.

  • LACK OF COMMUNICATION WITH THE BUSINESSES THEY SERVE

Do you really connect with restaurants, hotels, resorts, food manufacturers, retail, food research and development and other groups to make sure that your program is in line with their needs?  If not, how will you be able to create a clear career path for your graduates?  The businesses that will hire your students need to be vested in your effort – this is how success is defined.

  • STUBORN ADHERENCE TO THE WAY IT HAS ALWAYS BEEN DONE

When program administrators and faculty believe that they have all of the answers, when they design a culinary program to match the way that they learned or the way that everyone else delivers a culinary education – then those stakeholders are missing out on the natural evolution of the craft and the people who are inclined to seek a place in the system.  What the industry needs today is different than a few years ago and the young people entering the trade are different in the way they learn and what their priorities might be.

  • POORLY DEFINED BRAND

Who are you?  How do potential students, businesses, the community, current students, faculty members, and program alumni perceive your program?  Perceptions become reality and how you support these perceptions defines your brand.  Make sure that it is clear and positive.

  • LACK OF REALISM

Is what you are teaching real?  If you teach in a live restaurant environment on your campus is it operated with five times as many cooks in training as would be possible in a real restaurant?  If so, what are students learning about cost effectiveness, efficiency, speed, and effective menu execution?  How will they be able to function when faced with that first job?  If your teaching kitchens are filled with every cool piece of kitchen equipment on the market how will graduates function in a real kitchen when there are not limitless supplies of combi-ovens, sheet pans, Robot Coupes, Vitamix blenders, and sous vide circulators?  Until students realize that the one kitchen Robot Coupe must be shared by the entire crew – they will never learn how to communicate and work as a team.

  • LACK OF AWARENESS ON THE PART OF FACULTY

A chef instructor’s learning curve does not end when they accept the job.  Yes, even faculty members need to continue to engage in the learning process.  Volunteer for a stage at a great local restaurant, take an occasional sabbatical to re-enter the industry, attend conferences and workshops, take a class on a new method of preparation, and belong to professional organizations.  You can’t teach what you don’t know.

  • NOT ABLE TO TEACH A SENSE OF URGENCY

One thing that I hear constantly from chefs who are asked about their opinions of culinary school graduates is that young cooks do not understand “sense of urgency”.  They must be able to multi-task and complete work at the highest level of quality with speed and dexterity.  When there are 100 reservations on the books – you don’t have the luxury of spending three hours to turn six-dozen potatoes.  No matter what – you need to be ready!

  • LACK OF REPETITION

How do you get better at any task in the kitchen: knife skills, making stocks, filleting fish, trimming beef tenders, shocking oysters, or peeling shrimp?  The answer is simple:  you invest the time in doing the task over, and over, and over again.  When a program spends two days on teaching classic sauces – the student will never become competent at making any of them.  When a stock is something that you do in week number four of Foundations of Cooking, then you will never be confident and competent at making stocks.  Exposure is nice – repetition is how we really learn.

  1. UNWILLING TO REALLY STRESS THE FOUNDATIONS

The foundations are only relevant if they become habits.  A recipe that takes two pages of dialogue to explain how to braise a veal shank does not make a cook a master of braising.  When we stress methods and practice them constantly then they become habits and all that a recipe need do is direct the cook to “braise”.  Everything else is imbedded in a cook’s subconscious.

  1. INABILITY TO TEACH STUDENTS TO THINK

What drive chefs crazy are the foolish questions that abound when cooks are not taught to think things through.  Give a young cook a list of six tasks to perform in a shift and watch to see how many will prioritize those tasks by the amount of effort required and the time involved in their completion.  Ask a student to follow a recipe and watch to see how well they think through the organization of their workstation to accomplish the task.  Think before you act – this is what builds confidence and ability.

  1. INABILITY TO TEACH STUDENTS TO PROBLEM SOLVE

What happens when an emulsion breaks?  How can it be fixed?  What can be done if a particular ingredient fails to arrive in time – can it be replaced with something else?  How will you act if one of your fellow cooks fails to show up to work – do you just ignore his scheduled work or do you accommodate that into your production?  Your sauté pans are sticking – do you wait for someone to walk you through the process of polishing those pans, do you ask the chef to solve the problem for you, or do you take the initiative to make it work?

  1. LACK OF DISCIPLINE

What are the most primal expectations that a chef has of any cook?  Most would say: show up, be prepared, listen, work well with others, work fast and efficiently, and work to the standards of excellence that are established for the business.  These are disciplines that rank very high on an employers list, yet do we adequately emphasize them in our programs?

  1. INABILITY TO TEACH TEAMWORK

Our students will more often than not – seek to earn the best grades for their individual work.  When we set the stage for students to strive for that grade we oftentimes lose sight of the fact that individual effort on the job will always pale in comparison to the team effort.  It is much more difficult to learn to depend on others and support them than it is to put forth the best individual effort.  Cooking is a team sport!

  1. LACK OF COST CONSCIOUSNESS

Restaurants are businesses that operate on profit measured in pennies.  Every product that a student handles in class should carry a price tag.  What are the raw costs of the materials, what is the production costs associated with seasoning, oils, flour for dredging, etc.  What would it cost, from a labor perspective, to produce that dish and what selling price would need to be attached to maintain a reasonable profit?  Aside from taste and appearance – this is what we should be teaching.

  1. A POORLY DEFINED OVERALL EXPERIENCE

Are you building in experiences that complement the learning curve?  When you talk about the beautiful raw materials that a cook is able to use in restaurants – the meaning of that becomes much more vivid if it is accompanied by a visit to a farm, dockside fishing vessel, cattle ranch, or cheese making facility.  This is an essential part of learning in schools that have “success” as part of their vocabulary.

  1. NOT COMMITTED TO THE LONG HAUL

Schools that put a timeline on an education are missing the chance to embellish their brand and help support a graduate through the stages of his or her career.  Developing and presenting ways of enhancing their degree through continuing education, on-line resources, short training videos, and other communication pieces such as blogs and a resource center that students might contact once they graduate is a great way to become a partner in student success.

  1. LACK OF PARTNERSHIPS WITH INDUSTRY

Developing internships and externships that are measureable, training chefs how to continue a student’s education while on a work program, inviting chefs and restaurateurs to visit the campus, speak with students, work alongside them in classes, or present a demo will build partner relationships that are bonding. 

  1. INABILITY TO EXPLAIN VALUE

When a guest leaves a restaurant and is most concerned with how much the meal cost – then the restaurant has failed to demonstrate value.  When a student graduates from a culinary program and spends years complaining about the cost of his or her education – then the school has failed to demonstrate value.  Know what it is that you uniquely offer to justify the investment of money and time.

  • NOT PREPARED TO BE A COMPLETE RESOURCE FOR INDUSTRY

Finally, schools will have a difficult time succeeding if they do not find ways to support the needs of the businesses that hire graduates.  This might mean simply serving as an information resource, offering refresher courses for their employees, or even providing consulting services that will help food businesses survive the ups and downs of serving the public.

Those schools that “get it” will find that the years ahead will be very bright and students, employers, and alumni will want to connect with them and become a part of their success.

PLAN BETTER –TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericacues.com  BLOG

CAFÉ Talks Podcast

https://cafemeetingplace.com/cafe-podcasts

THE 2021 CHEF SKILL SET

08 Friday Jan 2021

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It is always safe to say: “things change”.  Change is an inevitable part of life and as we all know if we fail to recognize that and adapt – we can become obsolete.  Throughout history there are countless examples of those who ignore or seem paralyzed by the need to change as their industries or specific job descriptions evolve.  This is reality, a reality that is quite predictable although the pace of change is now much more rapid than in the past.  Think about the technology sector as a prime example.

Sometimes the change curve can be mapped out allowing ample time to gear up with new skills, new products, new methods of production, and a laser focused marketing strategy, while on occasion, something environmental takes place that forces a more immediate response.  Such is the case in 2021. 

We all knew that the restaurant industry was in need of a structural overhaul, we (those of us affiliated with the business) were well aware of the cogs in the chain, and the years of rust that had accumulated on systems and organization, but it took the pandemic of 2020/21 to shout out: THE TIME IS NOW!

So here is the good news:  there will be ample opportunities in 2021 and beyond for chefs, cooks, managers, and service staff who recognize the immediacy of the challenge and the new skill set that will be required of successful players and leaders in the field.  Let’s take the position of chef as a prime example – here is a list of skills and aptitudes that will set todays and tomorrows chef apart from those who are in a state of change paralysis:

[]         EFFICIENCY

Doing more with less will be the name of the game.  The labor-intensive environments that have been typical in kitchens are nearly impossible to maintain.  Chefs who are able to develop systems of production that work with fewer people will find a gold star on their resume.

[]         STREAMLINED MENU PLANNING

To go along with efficiency – the new chef will need to find ways to develop creative menus that rely on fewer ingredients, are fluid enough to change as the market demands, cost effective, aligned with seasonal ingredients at their peak of quality, and just as exciting for customers and cooks as those expansive models used prior to 2021.

[]         ANALYSIS

Chefs who are able to generate, assess, and use analytical data in their decision-making (menu trends, cost trends, daily labor analysis, market prices, etc.) will have the upper hand when it comes to securing those prime job opportunities.

[]         SOCIAL MEDIA SAVVY

Marketing no longer belongs to a department – marketing is every person’s responsibility.  With the increasing relevance of social media as the primary method of getting a restaurants message out – chefs who are social media savvy (astute at using Instagram, Facebook, Tik Tok, YouTube, and Twitter) will be at the top of the “hire” list for prominent restaurants.

[]         TEACHING/TRAINING

Of course chefs have always been trainers, but be aware that this will now become a “must schedule” part of their job.  Chef’s who are able to progressively teach cooks and even service staff about the ingredient, preparations, flavor profiles, pairings, and presentations of the food that is designed and produced in the kitchen will be in high demand.  With all of the challenges that culinary schools are also facing in this changing business environment, restaurants cannot depend on graduates as their primary source of trained cooks.

[]         LOGISTICS MANAGEMENT

Assuming that after the pandemic customers will return to a semi-predictable pattern of traveling to your restaurant is a bit naïve.  Chefs who are experienced in multiple ways of connecting customers with their food (catering, food trucks, pop-up restaurants, delivery, take out pick-up, etc.) will find themselves in the winner’s circle.

[]         FLEXIBILITY

My way or the highway may be difficult to maintain as a chef’s method of operation.  Bending to the market, changing in an instant, adopting other people’s ideas, and seeking out new ways of preparing and presenting food will become the new norm.  Can you leave your old habits behind?

[]         SANITATION ADVOCATE

As important as sanitation and food safety is already, look for this to become the most important signature of a chef’s repertoire.  Ultra-clean and safe will be a very important way that a restaurant markets itself and the chef who has the tallest toque.

[]         LABOR LAW SAVVY

If you don’t have a restaurant law course in your background, now is the time to sign up.  In a world where the employee will continue to have an upper hand, owners will want a chef on board who will protect them against litigation, not one who creates litigious situations.

[]         HR ROLE MODEL

How the parent acts is how the child will also act.  The same holds true in a kitchen: how the chef acts will become the standard of operation for everyone else.  Throw out all of the stereotypes of belligerent, egotistical, pan throwing, demeaning chefs – they can no longer exist.  If this is your M.O. then it’s time to retire.

[]         SUPPLY CHAIN NEGOTIATOR

Everything, every service, every price, every vendor relationship is negotiable –especially when it comes to buying local and regional.  Picking up the phone to place an order without talking about those details and negotiating the best option for the restaurant is not acceptable in the new restaurant world.  A negotiation savvy chef will win the day.

[]         IDEATOR/PROBLEM SOLVER

Finally, more than ever before the restaurant will look to the chef for new ideas and solutions to problems.  A 2021 chef must be the go-to person for that next great idea and must have the experience and confidence to find instant resolutions to the plethora of challenges that arise every day in a kitchen and restaurant.

In case you didn’t notice – I failed to mention anything about cooking skills – the act that attracted a person to the kitchen in the first place.  It will always be assumed that the chef in any operation has impeccable cooking skills, understands ingredients, is a master of preparation and presentation, and owns a palate for creating flavors that draws a steady flow of customers through the restaurants doors.

This is quite the package. How does your bag of tricks fit the profile?

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com  BLOG

CAFÉ Talks Podcast

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COOKS AND CHEFS – THINK ABOUT THE STORY BEHIND WHAT YOU SEE

04 Wednesday Mar 2020

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Some of you may be too young to know the band – The Moody Blues, but their lyrics always inspired me, especially during challenges that life occasionally brings. One such lyric asked us to view the story in peoples eyes – the truth behind the façade, the experiences, hopes, and dreams that lie behind a stoic or smiling face – to think beyond what seems to be common and sometimes misleading and find the story behind what you see. This applies to direct person-to-person contact as well as indirect contact through the things that they touch and create. When we pause for just a few seconds to try and understand the impact of those stories, then our perspective and our approach may change.

We are very fortunate – once we step away from the difficult nature of kitchen work and the demands that seem too often to be excessive, to work where we work, do what we do, and have the chance to interact with some damn interesting people. When we only see what is immediately in front of us then we can become jaded, pessimistic, and even angry at times. If we are not connected to the stories than our good fortune suddenly appears to be a burden.

It may seem unrealistic in such a high pressure, always changing, never predictable environment like a busy kitchen to say that it is important to pause and look for the story that lies behind everything, yet I am certain that you will find it rewarding, energizing, and helpful while you face todays challenges. It is the story that makes us who we are and it is the story that reflects the value that we bring.

I spend loads of time talking about the environment of the kitchen, and sometimes the plight of those who work in hounds-tooth pants and double-breasted white jackets, but not enough time revealing what might be behind that façade. We all talk about our passion for cooking and for creating interesting and flavorful plates of food, but not enough time about the struggles, hard work, and passion that go into the ingredients that make those dishes possible. Yet, to be a great cook or chef must mean more than dealing with what is simply in front of us – greatness comes from understanding the story in those eyes.

Painted in Waterlogue

What makes a person tick? Why are they the way they are? What brought them to this point or what holds them back?   What moves them and what haunts them? Once you know a person’s story you become part of it and as a result can impact their performance and their future. This is the core of what makes kitchen work so interesting and dynamic. This is what drives people to the profession and keeps them coming back for more.

Here is a sampling of some stories that I have grown to be a part of (names have been changed to protect their privacy):

  • DON THE BANQUET CHEF: On the surface Don seemed to be a wreck – physically unfit, a quiet alcoholic, crusty and void of any type of social decorum. But, he worked 80 hours a week, was always on time, could put together a function for 200 all by himself and could facilitate one for 1,200 like it was just another day at the office. To some chefs he was a person who should be fired, while to others he was an incredible asset. What made Don the person he was? What I learned painted an interesting picture: he had 10 kids (that’s right – 10), his mother-in-law also lived with his family and Don was the sole income earner. Don had the skills to be the chef in a property, but his life pressures, subsequent heavy drinking, and lack of care for his personal wellbeing kept that carrot out of his reach. He was overworked, stressed about home, angry about his career limitations, and unable to pull him out of bottle dependence – what we saw at work was a reflection of his environment. Once you understood his situation it was easy to at least find some empathy to override what was on the surface.

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  • PETE THE DISHWASHER: People tend to stereotype others based on what they see on the surface. In the case of Pete – he was a 45 year old, well-kept career dishwasher. While some might write him off as simply being lazy – I saw something else behind those eyes. Pete was very intelligent – in fact he would spend his break time reading the New York Times or the Wall Street Journal. Conversations with him were always enlightening when you realized that he had a grasp on the world at large. As it turns out Pete had a bachelor’s degree in business, but simply grew to have a lack of trust in those around him, so he retreated into a job that allowed him to push aside this mistrust and angst about society and just live his life. He was happy.

 

  • TERRY THE OCD LINE COOK: We all know that good line cooks are organized and structured, but Terry was obsessive about mise en place, his station, the steps that he took, and his observation of others who were not as focused. He was an exceptional cook with great taste buds, a passion for exact plate presentations, and a willingness to work those extra shifts and longer hours as long as no one messed with his system. He made some people uncomfortable with his exactness and critique, but they all seemed to admire the quality of his work. On the surface he seemed over the top, but when you understood that he came from a family of doctors and lawyers and his decision to become a cook did not sit too well with the rest of his kin, you began to see a person who was focused on being as precise as a doctor, and looked upon as successful as a lawyer. He was always working to make others proud of his choices. Look into those eyes and you will be intrigued by what you see.

 

  • JUAN THE ON AGAIN, OFF AGAIN CHEF: You have worked with others just like Juan – he had been employed by half the restaurants in town at some point. He always came on strong, oftentimes taking on a sous chef or chef role in a fast paced restaurant, and then would eventually start to falter and then wind up in front of the firing squad. Whenever a restaurant would hire him – others would roll their eyes – knowing what was coming all too soon. Juan had the right skills developed over a few decades of the school of hard knocks, but he never felt part of the pedigree. He came from the hood, was very streetwise, talked the language of the street and acted the part. Whenever he got close to breaking out of his environmental past he would revert back to his comfort zone and turn people off. When you got to know him it was easy to like him, even when he acted out of a scene from West Side Story. Juan wanted more for himself, but he always put on the brakes when he got too close. What Juan needed more than anything else was a mentor to help him over that hump.

 

  • SUE THE SINGLE MOM ENTREPRENEUR: There are far too few women chefs in properties across the country – something that Sue was all too well aware of. She wanted to break down those barriers. She was talented, smart, hard working, and creative yet constantly torn between parenthood and business. She became an entrepreneur and did a good job in this regard but lacked trust in her employees – especially male employees. She compensated by working more and delegating less. She wanted to give it her all and at the same time was stressed about her responsibilities as a single mom. The kitchen would often times experience meltdowns that were directly or indirectly related to her approach towards challenges. Employees would come and go because – on the surface Sue was just plain hard to work for. When you got to really know her you would discover a successful parent who never understood her desire to be a chef/owner and one who consistently criticized her for her style of parenting. She was always faced with this critique and her own self-criticism aligned with that. Once you looked past the façade there was a talented person who needed encouragement and guidance.

 

  • MARIO RETURNS HOME:   If you understand the Peter Principle you know that there is a core belief that even the best employees will eventually be promoted to their position of incompetence. Mario felt the weight of this reality. When I knew him he had been promoted to the position of Executive Chef at a large hotel property. He was still young, but what was most intriguing was that a dozen years prior he was a young line cook at this same hotel. He had moved on in the company to various other positions until the corporate office thought he was ready to take the reins. The challenge was that the employees of this hotel remembered him as a young upstart many years before and had a really hard time viewing him as the boss. He reacted, as a defense mechanism, by taking on the role of a hard nosed chef and insisting that everyone refer to him by title. His old time co-workers resisted by viewing him as a young kid with a big ego and rather than aligning with the new chefs directions, they did whatever they could to make the job even more difficult for him. When you looked into his eyes you would see a chef just trying to find a way to prove himself and avoid the Peter Principle.

 

  • STELLA THE ANGRY SOUS CHEF: Stella was quite a talent. She breezed through culinary school and outshone everyone else in her class. Her first position after graduation quickly bounced her from line cook to sous chef and then kitchen manager. She was organized, obsessive about how she wanted things done, hard working and willing to put in the hours. She demanded the same level of commitment from her coworkers and employees and as a result operated a swinging door for cooks that came and quickly left. She burned out all too soon and took a job at a corporate business account as a sous chef. The hours were better as were the pay and benefits, but the food was not the same. She worked hard to bring the food quality up and pushed her staff to take cooking seriously. Her temper would oftentimes rear up its ugly head as she lashed out at staff usually ending up as a human resource department meeting of the minds. Behind the crusty exterior was a person from a blue-collar family – she was the first to graduate from college, and the first to actually be in charge of a department. She wanted and needed to make her mark and felt that the best way to do so was to be strong and unbending. Although she was highly skilled at her craft, she was never mentored at being a leader. Look into her eyes and you will see a person who needs validation and just doesn’t know how to be the kind of leader that can find support rather than resistance.

Like most of you know from your own operations, these individuals became part of my story once I understood a bit more about theirs. What we see initially is not always the real truth. Taking the time to discover what is behind the façade is the only way to know how to act and react with others, and certainly the best way to learn how to serve as a supportive leader.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericacues.com BLOG

A CHEF’S LIFE – IN THE BLINK OF AN EYE

05 Thursday Dec 2019

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In the Blink of an Eye

“Looking forward has no limits

Looking back reels you in

Thinking about what could be

Gives pause to what might have been

Vision is energy for an active mind while

Reflection is food for the soul

In the blink of an eye our vision and

Reflections intersect as

What was takes center stage and

What could be fades away”

Every now and then it is healthy, and yet humbling, to take inventory of what we have done, and where we have been – to dissect those dreams and actions that brought us to where we are, and to relish the opportunities and the challenges that came along the way. What we have done bears witness to who we are today. “What if” will always plague us, especially those individuals who tend to be serial dreamers – those individuals with evolving plans and limitless ideas that need an outlet. We look back to wrestle with those decisions to turn right when we should have turned left, and to lose sleep over opportunities missed. It is healthy to take this inventory and then look in a mirror. We are where we are and we are whom we are because of those decisions – not necessarily fate – WE made the decision to turn left or turn right. Look in a mirror and know that it is what it is because of the decisions that we made.

Some may look in that mirror and say that everything happens for a reason, and that may be true, but it is also important to note that most things happen as a result of our own free will to make decisions along the way. When we take this inventory it is enlightening to think – I am where I am, I am who I am because this is what I chose – take responsibility.

Vision is only significant if we do something with it. Vision must include a plan of action and the knowledge and ability to adjust to things that interrupt that plan. When we relinquish our responsibility for this then we accept that other people and situations are able to over-ride our free will and ability to move in one direction or another.

From a personal perspective, I look back at how my professional vision evolved and how the decisions made in relation to that vision allowed me to stay the course. I might think that a different decision would have been better at the time, but it was my choice in the moment to turn left or turn right. I am where I am and I am who I am because I chose one direction over another.

Looking in a mirror while you take inventory will likely result in disappointment or a moment of satisfaction. What a terrible feeling it must be to feel disappointment. This does not infer that regret is not a part of even the most successful professionals, but rather acknowledgement that even the regrettable decisions in our lives resulted in a moment of learning and growth.

What is universal for all who reflect is that vision is finite. There is a moment when the clock ticks much faster, when that limitless vision sees the door of opportunity slowly close. Reflection is a wonderful process when we find satisfaction in who we are and what we have done. Acting on our vision and taking responsibility for our own course and destination will result in that feeling of satisfaction. When we relinquish that responsibility to others and find blame for the results realized from our decisions – then satisfaction is overcome by regret, blame, and anger.

Like so many friends and acquaintances that I relish, I find great satisfaction with my evolving vision and the opportunities that came my way as a result of a decision to turn left or turn right. There were bumps along the way, missed opportunities, and there were definitely decisions that could have been made differently – but in the end, when I take inventory I feel satisfied with the results and know that it was within my control.

I hear from a variety of cooks, chefs, restaurateurs, and service staff members who either reflect with great enthusiasm about their careers, the decisions they made, and where they are as a result or who respond with tremendous dissatisfaction. What seems to be universal is that those who are pleased with where they are and who they have become are individuals who have always taken responsibility for their decisions and know that they can and have taken control of their destiny. Those who are dissatisfied are more inclined to blame others (managers, restaurateurs, chefs, or the industry as a whole) for their dissatisfaction. This is not, in any way shape or form, an attempt to ignore that there are poor managers, arrogant chefs, or uncaring owner/operators – there are plenty. But, the choice to stay in that environment is on the shoulders of the individual. When we work in an industry that is in dire need of skilled, passionate, positive workers – then there will always be opportunities to work elsewhere. It is your choice to turn left or turn right.

In the blink of an eye – we move from a young apprentice or dishwasher to a fifty-year veteran of the food business. We rush through those formative years of relentless prep, working early morning breakfast shifts, plating thousands of banquets from a few dozen to a few thousand covers, countless a ‘la carte nights on the line when you feel like it could all fall apart at any given moment only to rise above the fray and push that last plate of food through the pass. We look back on the hundreds of menus planned, budgets made, orders placed, inventories taken, employees hired, trained and sometimes fired, chef coats ironed, cuts stitched and burns treated, and smiles and laughter with team members when service is done. Here you suddenly are, in the blink of an eye, looking in a mirror and reflecting back on a career – hopefully with pride and a sense of satisfaction.

You know now that you can choose to work in a restaurant where everyone is serious about great cooking and where employees are treated with respect, or you can choose to stay in an operation where none of that is true and you feel that sense of despair. You can choose to bite the bullet and invest in a formal culinary education knowing that debt will haunt you for years to come, but you breadth of knowledge will be enhanced – or you can chastise those who invested the time and took out the loans. You can choose in engage in professional organizations and build your network of like-mined cooks and chefs, or you can give a thumbs down to those organizations because they seem to be out of touch with the average line cook. You can choose to invest in your personal skill development by working with accomplished cooks, and yes – even volunteering to work and learn from others – or you can complain that your employer isn’t doing this for you. You can choose to live in a community where great restaurants and terrific opportunities abound – or you can stay in an area that is comfortable for you, but lacks the challenge of excellence. The choice is yours to make – turn right or turn left. The cooks and chefs who look in a mirror and smile at what they see are the ones who chose to control their circumstances rather than have circumstances control them.

In the blink of an eye – your career will come to a close and you will have an opportunity to reflect, to realize that looking back is as important as looking forward. Take control early on, accept the challenges, work through them, make a decision to turn left or right and stand with your vision – even though you may need to adjust the path along the way.

PLAN BETTER – TRAIN HARDER

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Harvest America Ventures, LLC

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CHEF OWNERSHIP – SCENARIO #2

01 Monday Jul 2019

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This is the second of three chef/ownership scenarios drawn from the initial article on that “OWNERSHIP THING”.

Sabrina’s Scones and Crust:

Sabrina has worked in various pastry shops throughout the Pacific Northwest and has built a strong reputation for her creativity and exemplary work ethic. Wherever she works, business improves due to the magic touch that she carries into the bakeshop. A graduate of the French Pastry School in New York, Sabrina hit the ground running and has shown passion for her craft ever since she received her degree. She has worked on the west coast for the past seven years and is now ready to go off on her own.

Through investments from family and friends, Sabrina is ready to open the doors to “Sabrina’s Scones and Crust” in the downtown Pearl District of Portland, Oregon. Just a few steps from an Anthropology Store, the Performing Art Center, numerous restaurants and office buildings, Sabrina is confident that her business will flourish.

The bakeshop is moderate in size with seating for 24 and extensive counter and display space for her baked goods. The focus will be scones, muffins, and artisan breads with the desire to stay dedicated to retail sales. She is concerned about the high cost of rent in this trendy section of town, but is optimistic that business volume will take care of the higher than normal rent. The current space will lease for $8,000 per month – triple net (meaning that she is responsible for any building repairs). She is ready to open with a staff of three other bakers, and ample counter and service staff.

Since there is a Pete’s Coffee store in the next block, Sabrina decided to stay away from espresso drinks and just offer a standard, limited selection of brewed coffee and tea as a complement to the baked goods at “Scones and Crusts”. She estimates that check averages will run between $6-7 with the current menu offered.

Excitement built over the two months prior to opening and when the big day finally arrived she was pleased to see a waiting line outside the door at 6:30 a.m. – their opening time. The quality of the products spoke for themselves and word-of-mouth advertising brought longer lines of enthusiastic customers that didn’t slow down at all over the first few months of business. An article in the Portland newspaper offered rave reviews for the scones and bread – stating that this was the best bakeshop in the Portland area.

bread

Sabrina and her crew were working around the clock and after three months she had yet to take a full day off. Sabrina was exhausted and had not had a chance to take a breath and assess just how well the business was doing. When she finally had a chance to meet with her accountant, the news was shocking. Sabrina had already tapped into her line of credit with a local bank even with the extraordinary number of customers who continued to walk through the door of “Scones and Crusts”. She took the next day off to try and determine what was going on. Back in school she remembered a business professor stating that “the top line drives the bottom line” and as she sifted through sales and expenses it became clear that the cost of operating the business far exceeded the actual sales that the bakery was generating. Her check average was too low and her fixed expenses were way too high. After three months in business her rent was screaming in at 13% of sales where it should stay under 6% for the business to remain viable. The check average was steady, and higher than she originally anticipated, but at $8.50 it was still too low to compensate for rent.

She sat down with the landlord to try and renegotiate her fixed costs, but he was unwilling to budge. Sabrina began to panic – what could she do? Trying to stay focused on product and service, while her business was failing so early on was almost impossible and her staff began to feel her stress. She had a meeting with her investors and they agreed to defer on any return on investment until the end of year one – this gave her a bit of breathing room, but the bills were still mounting up. She decided to take an aggressive step and add a wholesale segment to her operation in an effort to increase sales. Sabrina met with other restaurant owners in the Pearl District who gladly agreed to begin purchasing their breads and breakfast items from her and even contributed to an investment fund to add some needed equipment to the shop. This would allow Sabrina to step up production.

With a dozen or so additional steady clients in her portfolio, Sabrina was now in the wholesale business. Margins on these items were smaller than in retail, so the need to build volume became critical. Sabrina quickly found herself pulled away from baking and forced to focus on building a client list, delivering product, and hiring more bakers. Restaurants were very happy with the product, but noted that their orders were frequently short since the bakeshop could not keep up with demand.

Painted in Waterlogue

The cycle of angst grew more intense as Sabrina added a second shift of baking to meet the demands of wholesale. In the meantime, her absence from the bakeshop and the retail business were evident as quality began to slip and the lack of her pleasant personality in the operation took its toll. Sabrina began to despair.

As her first year of operation was near, Sabrina worked with her accountant to assess the current status of the business. The bakery’s line of credit was maxed out, she was two months behind in rent, and after a recent “not so stellar” article in the Portland paper stated that the bakery was not the same as it was in the early days of operation – retail business had slowed considerably.

After a depressing meeting with her family and friend investors, and a dark meeting with her accountant, Sabrina made the difficult decision to close her doors just 11 months after opening to rave reviews.   So what went wrong – what are the lessons to learn from this scenario?

LESSONS TO BE LEARNED AND RESOLUTION:

  1. THE VALUE OF A BUSINESS PLAN

Sabrina may have been an excellent baker, but going into business is a totally different animal. Take the time to research and invest all of the time needed to know what you should sell, how much you should charge, what your sales must be to cover costs, what your breakeven point is, whether or not your physical space is right for the concept, the relationship of lease to profit, and your role in the business. It seems apparent that Sabrina did not take care of due diligence.

  1. PAY ATTENTION TO LEASE/RENT ARRANGEMENTS

When the suggested limit for lease/rent to sales is at a 6% limit – then make sure that you are able to meet that goal. Fixed costs are oblivious to your sales – they must be paid whether or not you generate enough income.

  1. KNOW HOW TO ASSESS MENU/CHECK AVERAGE AND THEIR IMPACT ON SUCCESS

In Sabrina’s case, the $8,000 per month rent (if defined as 6% of sales) would require “Scones and Crusts” to generate over $133,000 in monthly sales. At a check average of $8.50, ($133,000/$8.50) “Scones and Crusts” would need to serve 15,647 customers per month. That’s 3,912 per week, or 558 per day. If she had rationally assessed these numbers early on, it would have been clear that this was a goal that would be very difficult to meet.

  1. UNDERSTAND THE VALUE OF BUSINESS PERSONALITY

Sabrina was “all in” during her first months of operation. She established a clear connection between herself, her staff, and the customers of “Scones and Crusts”. When the business demands, and wholesale operation pulled her away, then there was a noticeable void. Without filling this void, things began to go sideways.

  1. BUSINESS OWNERS NEED TO STAY AT THE 10,000 FOOT LEVEL

From the beginning, when a person decides to become a business operator, then he or she must realize that their job description changes. Sabrina should have stepped back and changed her focus from the first day of operation – she could no longer afford to be the baker – she had to be the conductor of the orchestra.

  1. CONSISTENCY, QUALITY, VALUE

Business owners must always keep their eye on the defined quality of the product – day in and day out. Any perceived slip in this area, or any realized change in the value statement will push customers away.

  1. INVESTOR RELATIONSHIPS CAN STRAIN PERSONAL RELATIONSHIPS

Finally, although not clarified in this fictitious case, Sabrina’s investors were friends and family, and although they likely understood her dilemma – business closure and a loss of their investment or potential return on that investment will strain relationships for some time to come.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant Consulting

www.harvestamericacues.com BLOG

CHEFS CHASING THE OWNERSHIP THING

15 Saturday Jun 2019

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I don’t believe that I know a single professional chef who doesn’t have a deep seeded desire to own a restaurant. Some are more obvious about the desire then others, some hide it pretty well, but underneath the façade of contentment with their current situation – every chef craves the chance to put their name on the front door of a restaurant.

Why is this ownership fixation such a fantasy for so many? Is it simply the American dream of being their own boss, is it a need to have the ultimate creative outlet that reflects their vision, or is it a false sense of confidence that allows a chef to think that he or she has the right formula for success? Maybe it is that sense of danger, the uncertainty of it as a motivational high, or it could just be a gnawing fear that they might wind up nearing the end of a career thinking: “could have, should have – didn’t.”

The majority of restaurant managers and operators come up through the ranks – this is absolutely important since it is such a simple type of business with enormous complexity in execution that can only be understood by those who have been there – done that. Many of those operators were accidental entrepreneurs who either fell in love with the business over a period of time, or spent so much time in operations that it simply became a logical progression. Chefs on the other hand seem to be born with the desire to own and operate. If a survey of culinary school freshmen included a question: “Do you want to own a restaurant some day”, I would dare guess that the overwhelming majority of young “yet to be cooks” would say yes. That desire may be beat out of them over the years, but it only takes a little encouragement, the sight of a perfect location, a few compliments on the quality of their cooking, or a visit to that new instantly successful concept that brings the desire right back to the surface – with a vengeance.

If you have read this far into the article, then I must assume that I have struck a chord and the ideas for the next great restaurant are filling up your head and soul right now. I am coming close to that scary 70-age marker and I still get excited about ideas for my own restaurant. After throwing some cold water in my face I am usually able to wake up out of those crazy dream states.

I know you have heard all of the reasons not to own a restaurant before – but I think that they are worth repeating – this way I might put a temporary damper on those over the top ideas that are floating around in your head right now. I know: a noodle shop would be killer, Native American cuisine is underserved, and Scandinavian food is hot on the world scene right now – so why not open one in Malone, New York? You can’t believe that no one has thought of this sooner – so the market can be all yours. Well let’s just tuck these realities under your arm:

  • There are over 1 million restaurants in the United States right now creating 1.5 million new jobs each year (many of them go unfilled because the labor pool is so tight).
  • The number one reason why restaurants fail is poor location – so unless you know how to assess demographic flow, population variances, and socio-economic realities within a radius from a site – then be cautious about your site selection.
  • The cost of food rarely goes down.
  • Customers are fickle and restaurants can be busy one week and empty the next.
  • Profitability in restaurants is quite low with the average successful restaurant realizing 4-6% profit if they can avoid mistakes.
  • It is unlikely that you will make a profit for at least three years.
  • We deal with highly perishable products with a shelf life measured in a few days – you better make sure that your menu moves well.
  • Turnover rates of employees in American restaurants are extremely high.
  • Rents are one of the next greatest reasons for restaurant failure. If you can’t keep your rent under 6% of sales then you are looking at almost certain failure.
  • Chefs make great marketing images for a restaurant and are responsible for producing the food that will help the operation stand out, but at the same time – most chefs are not the best financial managers, human resource managers, and marketing gurus.
  • Unlike many other businesses, a restaurant is quite an intense master. Chefs who work hard as an employee will work even harder as an owner.
  • Somewhere around 60% of all private restaurants that open today will close in a year, and 80-90% of those that remain will lock their doors by the time they reach year five.
  • The list goes on.

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Did I do a decent job of throwing cold water on your enthusiasm? I hope so. But, after all of that if you still think that your brilliant idea, and vast experience are just right for creating a successful operation then go for it! Find a partner with the management experience to be your balance. Make sure that the partner is bold enough to tell you NO, to counter some of your enthusiasm with business logic, and at the same time your best cheerleader when an idea is well researched. Make sure that you have investors willing to fund your idea, offer feedback and support, but are not interested in micro-managing the business (good luck with that). Find a location that is proven, through research, to be right for the concept, and ripe with ample traffic able and willing to support the restaurant. Create a conservative budget and stick to it. Create a realistic timeline for profitability and make sure you have the resources to weather the storm until you reach the anticipated point of success. And, by all means, make sure that your spouse or significant other fully understands what your commitment will be and is still excited about supporting you through thick and thin. NOW – take the leap.

The next three articles will cover three hypothetical situations where young chefs took the leap. I will walk you through some of the challenges that they would face, some thoughts on how they might approach those challenges, and the way that they can turn lemons into lemonade.

PLAN BETTER – TRAIN HARDER

And if you want to be an owner – THROW IN A HEAVY DOSE OF LUCK

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant Consulting and Training

 

LINE COOKS WHO TAKE THE LEAP

13 Thursday Jun 2019

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At some point, fairly early on, restaurant cooks make a decision to either view what they do as a transitional job while they look for something that they really want to do, or decide that cooking is their life calling and they intend to become exceptional at the craft. This is true for nearly any job/career, but quite apparent in the restaurant world as the phrase– “love it or leave it”, strikes a chord. There are too many legitimate reasons to not choose a career in the kitchen if a person doesn’t “love it”.

So, if a cook does choose to love it, then what are the next steps? What must a now serious cook do to work towards excellence – to become exceptional at the craft? Here are a few pointers that will set the stage:

[]         BE READY

Be ready mentally, physically, and emotionally for a day in the kitchen. Be on time, dressed properly, and geared up from the moment you arrive.

[]         BE HUNGRY

The best cooks thrive on developing new skills, enhancing the ones they have, trying new ingredients and meeting new challenges – head on.

[]         MASTER KNIFE SKILLS

Accuracy and speed must align. Every cook knows how critical those knife skills are. Sharpen knives, and build the muscle memory necessary to use those knives as if they were an extension of a cook’s hand. These are the foundations on which great cooking is built.

[]         BE ORGANIZED – EXTREMELY ORGANIZED

Mise en place wins! If you are organized and prepared with sufficient mise then any challenge can be met.

[]         BE A SPONGE

The best cooks relish information, food knowledge, concepts and procedures, and techniques that others are willing to share.

[]         RESEARCH AND EXPERIENCE

The best cooks dig in and seek out experiences that will enhance their understanding and ability to cook well. Great cooks invest in their professional growth.

[]         DEFINE YOUR BENCHMARKS AND STUDY THEM

Who do you admire, what do you admire, how do those whom you admire do what they do, and how can a cook model his or her own performance as a result?

[]         REPRESENT THE UNIFORM

Great cooks know that the uniform they wear is representative of a proud history, a history that – as Julia Child once said (and I paraphrase): “Every significant change in society has been paralleled by a change in the way we grow, process, or cook food.” Every professional cook represents this history.

[]         WORK ON BEING HEALTHY

Great cooks cannot perform at an optimum level unless they are well rested, healthy, and physically fit. Great cooks take care of themselves.

[]         WORK ON WHAT YOU DON’T KNOW

Great cooks know what they don’t know and seek to find answers and build new skills. Obstacles can become advantages.

[]         BECOME FAST WITHOUT SACRIFICING QUALITY

Speed is essential in a busy restaurant – time is not on your side, yet sacrificing quality for speed is never an option. Great cooks work on both.

[]         BUILD YOUR PALATE

There are so many variables in cooking (maturity of ingredients, method of cooking used, seasonality, type of cooking equipment used, and – the person doing the cooking) that must come under consideration. In the end, a dish must meet certain flavor expectations and a great cook has developed a palate that is sophisticated enough to allow them to make adjustments to end up with the right results. Great cooks work on building their flavor memory and researching how they might compensate for ingredients or environments that might push a dish in the wrong direction.

[]         CREATE YOUR COOKING/PLATING SIGNATURE

Every great cook develops, over time, a style of cooking that, to some degree, can be identified. It may be the way that an ingredient is approached, or the manner with which he or she assembles ingredients on the plate. Even in an operation where process and design are prescribed, a great cook finds a way to sign the plate.

[]         EMBRACE TEAMWORK

Career cooks learn early on that their effectiveness is not a solo act. Great cooks are, first and foremost, a member of a team, and as such they understand how critical it is to communicate effectively, understand each team members strengths and weaknesses, and work to align and support those understandings.

[]         KNOW WHAT THINGS COST

The cook’s position exists because the restaurant functions in a profitable manner. To this end, every cook must become an owner of the operations cost structure. They must learn and appreciate the cost of ingredients and equipment and understand that profitability is not drawn from the onion, but rather from the onion peel. Everything has an associated cost and as such – value.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant Consulting

BECOMING A GREAT LINE COOK

21 Tuesday May 2019

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Whether you are a product of a formal culinary education or working your way up through the school of hard knocks, it is likely that all roads leading to the position of chef will move through the line cook position. Line cooks are the backbone of the kitchen and the sought after position by all who have a future in the back of the house. Dishwasher to prep cook, breakfast cook to afternoon of evening line – these are the steppingstones, the right of passage, for a serious career cook.

To be an effective line cook, the individual must possess certain attributes and he or she must adhere to certain “rules of play” that make the job much more fluid and goal focused.

To those who are fresh off the culinary school treadmill or hard knocks folks moving from that prep position to the glory of the line – here are a few attributes and tips that will make your transition much easier.

ATTRIBUTES:

  1. BE ALL IN:

If cooking is just a job, then your food will be more fuel than an expression of skill, tradition, and art. When you are all in then it becomes obvious that cooking is your chosen career – an extension of who you are.

  1. BE DEPENDABLE:

The most significant attribute of a professional is dependability. Start with this and you will set the stage for a lasting career. Be on time, be ready to work, be trusted to complete a task as required, in the amount of time required, and always be that team member that others can look to for support.

  1. BE PASSIONATE:

To be passionate about cooking requires that you are always interested in the why and how and are focused on constant improvement. You take pride in the presentation and flavor of the food that you are responsible for and would never place a dish in the pass that failed to meet those standards.

  1. BE AWARE:

Cooks need to be aware of what is taking place around them, what environmental factors might impact on their ability to perform, and how they might problem solve to minimize any negative impact caused by those factors.

  1. BE PART OF “WE”, NOT “ME”:

Solid line cooks are team players. They understand that cooking is a team sport and everything depends on the synchronized efforts of the group.

  1. BE ORGANIZED:

Organization is the heart of a successful kitchen – from the placement of mise en place to the stacking of plates and folding of side towels – every great line cook is an efficient machine.

LINE COOK TIPS:

  1. SHORT CUTS DON’T WORK:

Sure, some will point to tricks that they may have learned that speed up a process – saving time and energy, but short cuts that circumvent the time tested way that food is prepared will more often than not result in an inferior finished product. Never sacrifice quality for speed; yet at the same time always look for ways to be efficient without moving away from a process that yields the best product.

  1. KNOW THE METHODS:

Great cooking is all about understanding methods, not necessarily recipes. Recipes have their place, but do not factor in the variables that can pull a cook away from the goal of excellent finished dishes.

  1. PRACTICE TECHNIQUES:

Technique is an essential partner to methods. Techniques are where a cook can become more efficient, leading to greater speed and quantity. Knife skills and understanding how to use the tools available so that everything becomes second nature – this is efficiency.

  1. HEAT YOUR PANS FIRST:

Caramelization is essential in bringing out the flavor in certain dishes. Caramelization also requires that a product move freely in a pan, taking advantage of the best properties of heat. When the pan is hot enough first and technique is fully understood, then an ingredient will move freely in the pan without sticking.

  1. SLICE DON’T SAW:

When slicing through meat, poultry, fish, or vegetables – there is a technique that takes advantage of the knife-edge – offering a clean, even cut. Slice forward using the full length of the knife and then draw back in the same fashion. A dull knife, or improper technique will leave layers of saw marks and ruin the presentation of the food.

  1. KEEP AN EDGE ON YOUR KNIVES:

A cook’s knives must be sharp – bring an edge to the blade on a wet stone at the beginning of every shift and keep your steel close at hand throughout the shift to bring back that edge when needed. A dull knife at a line cook’s station is inexcusable.

  1. LONG SLEEVES SAVE LOADS OF PAIN:

I get it – the kitchen is hot and the tendency is to minimize clothing in an effort to ward off some of that heat. But, the kitchen is a dangerous place with super hot pans, cherry red flat tops, leaping flames from the char-grill, spitting oil from pans, and sharp knives working furiously through the demands of service. The reason for long sleeves on a chef’s coat, heavy cotton, long pants, aprons, and head brims on a chef’s toque is to protect the cook from burns and cuts.

  1. SALT AFTER COOKING:

Salt is certainly a common flavor enhancer and as such a well-respected seasoning in every kitchen – but salt on foods during cooking can also tend to draw moisture from the ingredient. Salt is oftentimes better used at the end of cooking to accent rather than penetrate.

Painted in Waterlogue

  1. YOU CAN ALWAYS ADD MORE SEASONING, BUT YOU CAN’T TAKE IT AWAY:

Herbs and spices, especially those that impart heat, are best when added towards the end of cooking. Some spices, such as all versions of pepper, increase in potency the longer they cook with a dish. To this end, if too much is added early in the cooking process it becomes very difficult to counteract the negative impact of a spice improperly used.

  1. HOT FOOD HOT, COLD FOOD COLD:

The first rules of thumb in the kitchen always apply. Hot food should be maintained as such and cold food likewise. Hot food should be placed on hot plates and cold food on cold plates. Even down to coffee served in a warmed cup and salads served with a chilled fork.

  1. THE STEAK DOESN’T WAIT FOR THE SERVER:

The quality of cooked food will deteriorate quickly. The pass on the line is properly named since the food should quickly pass from the cook to the server. Every second that a dish sits in the pass results in a loss of product character. Timing on the kitchen line is as essential as the process of cooking.

  1. TAKE CARE OF YOUR FEET:

Every part of your body is impacted by the care of your feet. Proper shoes with support, white socks, floor mats, and frequent movement all result in healthier feet. When the feet are not cared for then there is an impact on legs, knees, back, and even headache pain. Never underestimate the importance of foot care over those 10-12 hour shifts.

  1. TAKE CARE OF YOUR HANDS:

The most important tools that you have in your kit are the ten fingers at the end of your arms. Wash them frequently, cover them when appropriate, use care when handling blades, use towels when handling hot pans, and use hand lotion at the end of a shift. Protect your most valuable kitchen tools.

  1. STAY ALERT:

One second is all it takes for something to go terribly wrong in the kitchen. Hot liquids, flames, sharp tools, heavy pots and pans, slippery floors, splattering oil, or a rushed employee moving around the corner without warning – so much can go wrong – stay alert!

  1. HYDRATE AND FUEL UP:

It is not uncommon for a line cook to lose a pound or more of water weight on a kitchen shift. Dehydration can be very dangerous – resulting in heat stroke. Cooks need to drink lots of liquids during a shift to rehydrate and maintain an even body temperature. At the same time – your body needs fuel to maintain peak efficiency, build muscle, and stay focused. A staff meal – preferably with an opportunity to sit down and properly digest it, is critical to a line cooks performance.

  1. NEVER RUN OUT OF MISE EN PLACE:

Enough said.

  1. DRY TOWEL, WET TOWEL:

Both are important – the dry towel for handling hot pans and stove tops and wet towels (from a bucket with sanitation solution) for cleaning. Never mix the two.

  1. CLEAN AS YOU GO – EVEN WHEN IT’S CRAZY BUSY:

A functional station is one that remains organized and clean – the opposite results in chaos.

  1. KNOW WHEN TO ASK FOR HELP:

Every line cook, on occasion, winds up “in the weeds”. Know when you are headed down that path and turn to a teammate for help before it gets out of hand.

  1. KNOW THE MENU – REALLY KNOW IT:

Know the ingredients, their flavor profile, know the methods of cooking used, understand the appearance desired, and know why a dish was designed a certain way. The more you know, the better the dish.

  1. EACH PLATE DESERVES YOUR ATTENTION:

All cooks have favorite dishes, but in a restaurant every dish must be treated as if it is your favorite.

  1. IF YOU DON’T HAVE THE TIME TO DO IT RIGHT THE FIRST TIME – WHEN WILL YOU FIND THE TIME TO DO IT OVER:

Time always gets in the way and far too often we look for short cuts to adapt to time constraints. In the end if it is not done correctly at first then the time constraints associated with a re-fire are compounded. Do it right the first time – this is the best approach.

There are probably dozens of other tips for success that every seasoned line cook can come up with, but this is a good start. Being a line cook is a challenging, focused, skilled, and extremely important job in the kitchen – make sure you are prepared to do it justice.

PLAN BETTER – TRAIN HARDER

APPRECIATE YOUR LINE COOKS

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant Consulting

 

 

 

BECOMING A MASTER OF YOUR CRAFT

13 Wednesday Feb 2019

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Painted in Waterlogue

I just finished watching a YouTube video clip of Jeff Beck and Stanley Clarke performing their incredible music at a jazz festival. I watched the clip four times in a row until I knew that I had to get back to work. These musicians are masters of their craft. There was something truly magical about watching them perform – it wasn’t simply their incredible skill (Jeff Beck, in my mind, has always been the most spectacular guitarist around), it was much deeper than that.

As I watched in awe of the precision and the spontaneity of their performance, I began to think about this term mastery and how there are so many common denominators of those individuals who have reached this pinnacle. I know how fortunate I have been to know and work with chefs and cooks who are true masters of their craft and through these associations I have narrowed down many of those common denominators. Whether you are a musician, painter, writer, sculptor, programmer, plumber, electrician, surgeon, athlete or chef – here is the list of traits that lead to mastery:

[]         WORK ON THE FOUNDATIONS

Every master has enormous respect for the foundations of his or her craft. Musicians must understand scales, tonality, tempo, positioning, musical memory, and how a musical piece is built. Plumbers and Electricians must understand the impact of flow, resistance, and capacity. Surgeons must have a complete memory of the body’s systems, structure of muscles, location of organs, and the inter-relationship of every part of the human system. Chefs must understand and appreciate the methods of cooking, the science behind the application of heat, the nuances of flavors and how they marry together, the impact of ingredient maturity and seasonality on how a dish will look and taste. The foundations are always present and at the heart of mastery.

[]         PRACTICE, PRACTICE, PRACTICE

A person may be born with an aptitude for a certain craft, he or she may be blessed with great taste buds, an ear for music (perfect pitch), a unique sense of rhythm, or the ability to throw a baseball at 90 miles an hour, but even the most naturally talented individuals must practice relentlessly to reach a level of mastery. Practice does make perfect, but true masters are never satisfied with perfect – their practicing pushes them beyond what others would accept as excellent.

[]         PRIDE

Masters are incredibly proud individuals – many times to a fault. Mediocrity is not part of their repertoire and even their best work will always receive a marginal score from their own critique. If they are called upon to perform a task they will totally immerse themselves in a process of producing at a level that will allow them to feel comfortable putting their name to it.

[]         SELF-CRITIQUE

Masters are their own worst critics. What others may say about their work will always be taken to heart, but in all cases the master already knows where there is need for improvement. Watching Jeff Beck perform I became aware that although there was an audience – he was playing for his own benefit and critique. The audience was on the receiving end of a work of music that was being critiqued while a person who was the absolute best at assessing the quality of that work was playing it.

[]         CONNECTIONS

Masters connect with everyone around them without even knowing that it is taking place. They are wired to connect with those they are working with, those who watch or listen, those who enjoy the food prepared by the chef, or the builder who sub-contracts to the electrician or plumber, and peer performers who view them as a benchmark within a trade. These connections bolster the master’s skill and performance.

tony and I

[]         REMAIN HUMBLE

Although there are many examples of those who flaunt their own fame and skill – the real master is above that. The real masters are those who do what they do because they must for their own peace of mind, for the love of what they do, and for the satisfaction of getting better at it every day. True masters are humble when everyone else knows that they could stand on a pedestal and enjoy the praise.

[]         FLUIDITY

When you are a master of your trade you are flexible and possess the ability to express excellence in the moment even when the environment, the ingredients, the tools, or the supporting cast may fall behind the standard that you expect. Masters have the ability to go with the flow and make adjustments as needed, while never slipping into mediocrity. Jeff Beck was playing with Stanley Clarke – one of the most versatile bass players around, and a cast of extraordinary support musicians. He certainly played from the structure of an organized piece of music, but what was most impressive was his ability to move around that piece as he connected and interplayed with others – the music was performed in a unique way and will likely never be played the same again.

Painted in Waterlogue

[]         DEDICATION

Masters of a craft are committed to their field, to their craft, as well as their desired outcomes and are able to push everything else aside while they pursue excellence in every moment.

[]         DISCIPLINE

Master chefs, musicians, craftspeople, or athletes are able to stay on course sometimes even at the expense of everything else around them. Hendrix seemed to always have a guitar in his hands (some say he even slept with his guitar). As free flowing as his music was, he was disciplined to stay connected – always. Tiger Woods was often taunted by his father while practicing so that he would learn to stay in the zone and not let distractions around him take him away from the task at hand. Watch a master chef while cooking and you will see that same total focus on what needs to be done in the moment. This is discipline.

[]         HARD WORK

There is no substitution for hard work. Mastery never comes easy. Talent is far too often wasted on those who are unwilling to put in the effort and time to perfect a skill and take full advantage of the talent they may have been born with.

frank

[]         BE WILLING TO SIGN YOUR WORK

Masters know that in the end they must stand up and face others – put their work out there for the enjoyment and sometimes ridicule of others. When mastery is near then the individual is willing to stand up and let others in to view their interpretation of excellence. They are willing to sign their work. This does not mean that they are satisfied, in fact even after a master puts his or her work out for others to see, it is rare that he or she will feel as if they have produced their best.

In the later years of his life – Picasso was not allowed to walk, unaccompanied, through many museums where his work was on display. He had the frustrating habit of walking up to his paintings with brushes in hand and attempt to adjust what he was suddenly unhappy with in a painting.

[]         OF COURSE – TALENT HELPS

Some may say that talent is the key to mastery. There is no doubt that natural talent is a major key that unlocks the goal of mastery, however, there are ample examples of those who, without the advantage of exceptional talent, have still reached an extraordinary level of excellence by practicing the attributes stated above.

PLAN BETTER – TRAIN HARDER

SET A COURSE FOR MASTERY AND CONNECT WITH OTHERS WHO FEEL THE SAME

Harvest America Ventures, LLC

Restaurant Consulting and Training

www.harvestamericaventures.com

**PHOTOS:  Chef Anton Flory – Certified Master Chef and my mentor:  Rest in Peace

Chef Herve Mahe – Chef/Proprietor Bistro de Margot – Burlington, VT

Chef Frank Costantino – Program Director – Monroe College

***JEFF BECK – Guitar master

IN THE KITCHEN – SKILLS ARE THE DRUG, CONFIDENCE IS THE HIGH

03 Sunday Feb 2019

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Many have pointed to the abuse of drugs and alcohol that seems far too commonplace among restaurant employees. It may be part of the culture, possibly a release from the accentuated stress that exists in kitchens, and it may simply be more visible yet just as prevalent in other careers. This does not take away from the reality of use and abuse. What those who point their finger fail to note are the non-chemical drugs that are just as commonplace in kitchens and a source of pride and very positive outcomes.

Some cooks and servers may choose to lean on drugs and alcohol to help them escape, forget, or celebrate, but in reality it is the achievements in life, the process of learning and growing, the chance to work with others, and the act of giving back that provide the greatest adrenaline high. Here are some thoughts on the best ways to feel good about you as a cook.

“One of the greatest pleasures of my life has been that I have never stopped learning about good cooking and good food.”

-Edna Lewis

[]         THE DRUG OF SUPERB SKILLS

Some may view the accumulation of skills as a requirement of the job, and they certainly are correct, but, as a cook builds his or her skill level, so too does that same cook build confidence. Every time that cook adds something new to his or her bag of tricks there is a rush of adrenaline that is a direct result of that confidence. Whether it is a technique, speed, efficiency, or an added flavor profile – the cook is invigorated by competence. This feeling of competence is as intoxicating and addictive as caffeine – after a period of time the cook needs to feel the rush, so they continue to build on what they know and are able to do.

“Skill and confidence is an unconquered army.”

-George Herbert

[]         THE DRUG OF SERVICE

Sure we talk about service as being the core of what we are about and a noble objective, but until a person really feels this they cannot measure the impact that service has on how they feel. True service providers – those who believe what they do helps to improve a person’s life, are invigorated when they are able to do so. Does the service of food help to improve a person’s life? Well – yes it does. When what you do puts a smile on a guests face – then life is improved. When what you do brings a little sunshine to another person’s challenging day – then life is improved. When you dedicate your time and skills to helping a person feel alive and well – then life is truly improved. This feeling of service to others is also addictive. When we give successfully, we are inspired to do more of the same.

[]         THE DRUG OF TEAM

I would dare say that anyone who has been a part of a team knows the feeling of being on the same page, working together for a common goal, accepting each other’s strengths and weaknesses, and doing whatever it takes for each person to be successful. Winning as a team is a real adrenaline rush, losing, as a team can be humbling, but unifying in a different way. Similar to the work of a competitive football, basketball. baseball, soccer, or hockey team – being part of a kitchen crew that functions in unison is so invigorating that it draws cooks back day after day for a grueling battle on the line.

cooks

“Find a group of people who challenge and inspire you, spend a lot of time with them, and it will change your life.”

– Amy Poehler

[]         THE DRUG OF GIVING BACK

“I am a huge believer in giving back and helping out in the community and the world. Think globally, act locally I suppose. I believe that the measure of a person’s life is the affect they have on others.”

-Steve Nash

As I have previously pointed out – the act of giving need not involve extensive amounts of time or effort, or monetary donations to help a worthy cause. More often than not – giving back can be as simple as showing another cook how a task is done properly, taking a moment to thank someone else for an effort they made in your behalf, donating a small amount of time to prepare a meal for someone in need, or offering an attentive ear to someone who simply needs a person to listen. There are few things in life that are more rewarding, more invigorating, and more important than giving back.

“It is literally true that you can succeed best and quickest by helping others to succeed.”

– Napolean Hill

[]         THE DRUG OF ORGANIZATION

Good cooks are obsessive when it comes to organization. Mise en place isn’t a task; it is a way of life. Cooks understand full well that their success is very much dependent on the ability to organize and plan and when their mise is spot on then a smile comes into play, confidence is riding high, a sense of readiness and accomplishment over-ride the fear of the unknown once the printer starts ticking off orders, and good things do happen as a result. Mise en place is more than this – to cooks it becomes their philosophy, a way of life – how they interact with others and a definition of how the world must be to make them feel right. When they are organized, they are good.

“Everything has a place and everything is in it’s place = confidence and happiness.”

-Me

[]         THE DRUG OF WINNING THE BATTLE

There is no substitute for being part of a winning initiative, of winning the game, the battle, the project, or the goals that are set. When a cook finishes service and finds pride in the number of guests served, the satisfaction of great food from his or her station, a complement from the chef or paying guest, and the knowledge that his or her station was totally on fire (in a good way) then the feeling is physically, mentally, and emotionally charged.

When it comes to the work that we do as cooks and chefs – then much of what Coach Vince Lombardi said during his career holds true:

“Winning isn’t everything, but wanting to win is.”

-Vince Lombardi

It is that desire and the effort that accompanies it that makes us all feel proud to cook and willing to do the hard work necessary to accomplish goals. This attitude is our second cup of coffee, our feeling of purpose, and the spark of enjoyment that brings us back tomorrow.

[]         THE DRUG OF REPUTATION AND CHARACTER

It is always important to an individual that his or her reputation is strong among allies and foes. That feeling that we are good people is always more significant than being good at what we do. Others respect us and give a thumbs up to our reputation when we are of strong character and never falter from those stakes in the ground that define the kind of person we want to be and that we are. Above everything else – this is the fruit of our labor.

“The way to gain a good reputation is to endeavor to be what you desire to appear.”

-Socrates

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant and Culinary School Consulting and Training

*Second Photo:  Part of the team at Quail Valley River Club

LIFE IN THE KITCHEN – WHAT A LONG STRANGE TRIP IT’S BEEN

06 Monday Aug 2018

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Quite often I have read posts from individual cooks who express a high level of dissatisfaction with their choice to work in kitchens. In some cases this dissatisfaction leans towards contempt – loads of anger pointed at the job and those who employ cooks in service of the guest. While many of the concerns expressed by these cooks has merit (rate of pay, lack of benefits, commitment of hours, etc.) I feel that much of their distaste is a result of their own doing, or lack there of. Maybe I am just fortunate, but I tend to feel that the first job in a kitchen is just a springboard toward opportunities that you can make on your own. This is a reflective moment of my trip and one that many of my friends have experienced as well. This is food for thought.

A TIMELINE (TRIP) THAT PROVIDED “FORK IN THE ROAD OPPORTUNITIES”:

[]         THAT FIRST JOB:

Like many other chefs – it was that first job at maybe 15 or 16 years of age that set the course of their career. Like many, I was a not so inspired high school student who fell into that first job as a dishwasher. I didn’t know at the time that this would be the start of a lifelong career.

[]         FALLING IN LOVE WITH THE ENVIRONMENT:

I loved that job. Maybe it was because I received a paycheck for the first time, maybe it was being around food all day long, or maybe it was the immersion into the lifestyle of food service workers that made it special. Whatever it was – I thoroughly enjoyed my time diving for pearls.

[]         ROCK AND ROLL OR HOSPITALITY:

At the age of 17, like so many, I was faced with a decision – what was I going to do with my life? My parents saw college in my future – I saw playing drums in a band as my life pursuit. My parents won, so I chose a school that focused on hospitality. Since I loved the dish area and my time assisting the breakfast cook during the daily rush, then maybe I could become a hotel manager some day.

[]         CAN I LIVE UP TO THE CREDENTIAL?

Leaving college after two years I found myself interviewing for an assistant managers job at a Holiday Inn dining room. The manager was brutal during a three- hour interview as he pointed out everything that I didn’t know. In the end he did me a tremendous favor when he suggested I go back into the kitchen, learn whatever I could, and then gradually work my way back into a management opportunity.

[]         BACK TO BASICS IN A REAL KITCHEN:

I fell into a position as formal apprentice in the kitchens of the Buffalo Statler Hilton Hotel. This was a real kitchen with a talented and experienced Executive Chef and the classic brigade of chefs and cooks that was established a generation before by Escoffier (or so I learned later on). I rotated through every position from butcher to banquets, garde manger to pastry, and saucier to line work. It was a two-year whirlwind of immersion in a busy 1,200 hotel with hundreds of events every week and two active restaurants. I started to actually learn how to cook and build my confidence. My connection with a diverse team would become invaluable in the future.

[]         COOKING IS EASY, MANAGING OTHERS – NOT SO MUCH:

As much as I enjoyed and learned in that kitchen, I felt still compelled to move towards a management position. I knew very little about managing operations or managing people. Through a friend I heard of a position as assistant manager in a cafeteria operation. I jumped ship at the Hilton and traded in my chef whites for a jacket and tie. A different type of operation, a significantly different level of commitment to cooking, a union shop, and comfortable cooks without much desire to improve was a real wake-up call. Learning how to interact and try to help others self-motivate was a real education. I struggled and was successful to some degree and failed miserably with other tasks. In the end, I became better at what I did because I took the leap.

[]         IT’S A BUSINESS:

What I did learn was that operating a kitchen is more than producing great food and demonstrating your skill at logistics management – operating a successful kitchen is a business endeavor. I learned about inventories, and recipe costing; I picked up the ability to determine selling prices that work and I discovered the realities of profit and loss. Everything that I did learn through this experience would be essential throughout the rest of my career.

[]         ESCAPE:

All said – as much as I learned, I was totally stressed by the level of resistance to change, the lack of commitment to solid cooking, the 9-5 mentality that I was not accustomed to, and the back-biting environment that came from a lack of team. I had to go back to my happy place – the kitchen. I worked in fine dining restaurants as a line cook, traveled with my wife to Canada to run a kitchen at a experimental school for wayward kids, and finally found myself in the Adirondacks as a chef for a destination resort. It was refreshing and draining at the same time, but it helped me to regain my footing and focus on the importance of food. Yes, it was an escape, but more importantly it was an opportunity to return to my stakes in the ground.

[]         SURE I CAN TEACH:

The toll of the kitchen, like many cooks point out today, is measured in missed family opportunities, excessive hours, physical and emotionally demanding work, and little opportunity for a pat on the back. I was fairly good at what I did and when I felt as if my skills fell short, I simply put in more hours. Something needed to change. I stepped into an opportunity to take on a position as instructor at a hotel management college with a desire to start up a culinary arts degree in the future. This decision would take me through the next 26 years as teacher, department chair, and eventually dean. As comfortable as I was as a cook and chef, I was now very comfortable as a teacher and administrator. I moved from dishwasher to Program Dean – quite a leap.

[]         DEDICATION TO LEARNING ABOUT FOOD:

One of the first things that I understood about teaching culinary arts is that I knew very little about culinary arts. Sure – I worked in busy kitchens, I paid my dues on the line, I prepped for thousands of banquet meals, and I was adept at making stock in 50 gallon kettles and a version of Bordelaise for 1,200, but I really didn’t have a clue about food, how ingredients were grown, why certain cooking processes were done a specific way, what happens during the cooking process, how to develop a palate, or the intricacies of effective plate presentation. In other words – I could cook, but I didn’t have the answers to teach. So, I set out to discover, study, research, shadow, find mentors, participate, and learn. The teaching job gave me an opportunity to become a better chef, and a much more effective teacher/trainer.

[]         COMPETITION AND TEAM:

Hey – why not. As I learned more about food I became enthralled with pushing myself in competitions. I entered show after show and grew with each experience. I even made it to the Culinary Olympics as part of the New England Culinary Olympic Team and we won more gold medals than any team since. Along the way I discovered the importance of team, not just teamwork. I became friends with some of the most talented people around and built my personal brand on the skills and aptitudes that were a result. I was beginning to really understand food and the importance of what chefs do.

[]         DOZENS OF NEW FRIENDS – OPENING THE DOOR TO A LARGER INDUSTRY:

These new friends opened many doors through the competition network, the ACF, The World Association of Chefs, the Research Chefs Association, Slow Food USA and the Center for Advancement of Foodservice Education. My personal network was becoming substantial. Friends are there to help friends.

[]         MASTER CHEF OR MASTER’S DEGREE:

At one point I was trying to decide whether to team up and take a year to study for the ACF Master Chef exam or take two years and work on a Master’s Degree. In the end I decided on the Master’s Degree that seemed most appropriate in my current career in education. Besides, I felt that my odds of completing an advanced degree were far greater than my chance of passing the grueling Master Chef exam. In 2001 I was recognized as the ACF National Culinary Educator of the Year.

[]         THE INTERNATIONAL EXPERIENCE:

I began to develop programs for students to experience a semester abroad. With incredible international partnerships we created those experiences that allowed students to work in Michelin star restaurants, work the vendage in prominent vineyards, and immerse in the culture of central Burgundy. I traveled to France, Monaco, Germany, Austria, England, Norway and Italy in an effort to grow my network and learn about other cultures. Such an incredible education.

[]         BACK IN THE SADDLE – PROMISES KEPT:

In 2005 I had a falling out with the administration of a college after 26 years and decided to return to industry. It had been some time and I naturally felt a bit out of touch. Could I still get it done as a chef? I promised the owner that we would earn a fourth diamond for food within two years and we made that mark in 2 years and 4 days. Promise delivered. I felt refreshed and reconnected to the industry that I had been teaching students about for decades.

[]         JAMES BEARD HOUSE:

My greatest memory was being invited to represent my employer and cook at the James Beard House in New York City. Such history, such a tremendous honor.

[]         EDUCATION AGAIN – A DIFFERENT ROLE:

After four years and “mission accomplished” I accepted an opportunity to return to education as the vice president of a school totally dedicated to culinary arts. Now as a senior administrator my new responsibilities included contracts, strategic planning, facilities planning, faculty assessment, curriculum revisions, and accreditation. This was a far cry from cooking, although I took as many opportunities as possible to work alongside the chefs in our kitchens.

[]         BRANCHING OFF ON MY OWN:

After four years back in education I decided it was time to try a hand at entrepreneurship. In 2012 I started a company dedicated to restaurant and culinary school consulting and training. I have presently worked with nearly 40 different businesses through this firm. During this time I wrote two novels and started an industry blog that has attracted almost 1.5 million views.

[]         WHAT’S NEXT?

We all have stories, we all have a love/hate relationship with the field, we all feel a lifelong connection to something bigger than us, something that takes control of us and pulls us in directions that we could never have predicted. I started at the age of 15 as a dishwasher, I sweat on the line of many restaurants, struggled with my own inadequacies, pushed myself to become better, and never thought twice about jumping into something new. What’s your story? Take the time to talk with at least one of those young cooks who fail, at this point, to see the opportunities before them. Challenges are either roadblocks, or steppingstones – help them to see what they might be able to accomplish. You never know.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

www.harvestamericaventures.com

 

 

 

THAT KITCHEN SENSE OF URGENCY

26 Thursday Jul 2018

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There are some things in life that can’t be taught. Only the experience of impending doom can push a person to dig deep and find solutions that they never thought were possible, discover skills that were never present before the challenge occurred, and either sink or swim under the pressure of creating order out of chaos.

The curve ball destroys the best plans of even the most seasoned batter. The problem is that this pitch lacks the one thing that allows people to feel at ease: predictability. The curve ball however can become predictable after experiencing how the pitch will break at a certain point in its trajectory. This repeated experience would allow the batter to anticipate where the ball will be even though its path looks uncertain. This analogy fits with the pattern of work that a line cook faces every day. No one can truly teach a cook how to prepare for the unexpected until he or she has dealt with the unexpected numerous times. Experience is the best teacher – certainly applies.

When inviting a new line cook to join the team a seasoned chef will look less at typical credentials and spend more time trying to determine what experiences in a cook’s past have prepared him or her for calm action, for creative problem-solving, for an understanding of the need for a sense of urgency – ALWAYS. The chef knows that only those cooks who have endured crisis after crisis truly know how to be ready for just about anything.

So, for all those young, flashy cooks who think that have it all together and who strut their confidence with a bit too much swagger – know that until you have stood on the edge of uncertainty, until you are one step away from totally losing it on the line, and until you are faced with knowing that you screwed up and need serious help to bail you out, then that swagger is without merit. The best cooks approach every day, every shift with a sense of urgency through preparation, thinking ahead about what might go wrong, and building solutions to problems that may not even exist yet. So what can go wrong and where and how does that sense of urgency come into play? Here is just a taste:

[]         NOT HAVING YOUR MISE TOGETHER

By far, the most frequent problem that arises from that lack of urgency is not having control over your mise. It has been rightfully stated that a line cook can handle nearly anything if his or her mise en place is tight. The best line cooks NEVER run out of prep, NEVER allow their station to become unorganized, and NEVER approach service unless everything is in order right down to how side towels are folded.

[]         RUNNING OUT OF PROPANE

OK, this may sound far-fetched to some, but I know there will be quite a few cooks who will read this and say: “That happened to me!” Cooks and chefs, who are in tune with that sense of urgency, work from a mental checklist that will always include checking the gauge on those propane tanks before service.

[]         THERE IS NO GOOD TIME FOR THE POWER TO GO OUT

We are all familiar with Murphy’s Law that proclaims, “If something can go wrong – it will.” So, what is your plan if the power does go out? Oh, and by the way – if it does go out it WILL happen on the busiest night of the week – probably a weekend or holiday when finding a resolution to the problem is compounded. Do you have a power outage limited menu in the waiting? Is your service ready to move to candlelight for guest tables and focused on making the experience a positive one? Do you have enough china and flatware to get through service without a dishwasher? The restaurants that are prepared will have this protocol lined up and the cooks who have that sense of urgency will drop into this problem-solving mode without losing a step.

[]         IT’S JUST A LITTLE FIRE

A little too much oil dripping into the clean out pan on the char-broiler or flat top, un-noticed fryer oil levels dropping a bit below the heating elements, the pot of butter clarifying on the back of the stove that inadvertently boils over – it does happen, it will happen. If you are tuned in then that little fire is managed without any panic: a box of baking soda close by, a sheet pan to snuff out the oxygen feeding that fryer fire, a small fire extinguisher at the ready by the grill station to stop that drip pan fire from setting off the Ansul system. There is little difference between a sense of urgency and methodical planning.

[]         IT’S A GAME OF CHESS – PLAN AT LEAST THREE OR FOUR MOVES AHEAD

When the kitchen is firing on all cylinders the expeditor is orchestrating the work of line cooks, creating a cadence of activity that could be put to music. That expeditor (best if a cook or chef) is the chessmaster who is pacing orders, looking ahead to the complexity of orders and where there might be a back-up, and communicating effectively with the front of the house manager to assure that potential problems are addressed before there is a melt down and before a misstep impacts on the line. Pre-marking steaks before the crunch, having some pan sauces reduced in advance, blanching extra vegetables, picking garnishes in advance, and double checking every stations mise is a seamless process all designed to minimize chaos.

[]         MAN DOWN – THE SHOW MUST GO ON

We all hope it never happens, but that is just when it does. A line cook becomes ill, a burn or cut disrupts the flow, a grill person overcome from heat, and suddenly you find a station without a player. If you know that this is likely to happen at some point – where is the sense of urgency, the creative planning? Are line cooks cross-trained so that they can slip into a different station? Does everyone know the system of each other’s mise en place? Can the expeditor drop into a station and a lead server take over at calling out orders? Scenario plan for the worst and eliminate panic – this is a rule of thumb in a house with that sense of urgency.

[]         REFIRE THAT ENTIRE EIGHT TOP OF VIP’S

Can the expeditor shuffle orders to make this happen? Is the cook cool enough to go with the flow and re-arrange, borrow from another order, shift his or her concentration? Remember urgency and mental preparation are one and the same.

[]         DEER IN THE HEADLIGHTS – SAUTE COOK IS TOAST

The best cooks can see it coming on. Communication with a fellow line cook is a bit strained, the quick pace that is normally present seems to falter, the glazed look of panic begins to creep in, the hands begin to shake a bit, and tongs, pans and plates slip off of counters and on the floor. These are all signs that a fellow cook is starting to lose it. It happens to everyone at times and the best cooks know that this is always a possibility. They watch for the signs, nod to the chef that things are starting to go sideways, pat the line cook on the shoulder and guide him or her to the office with a large glass of water. Now is the time for everyone to step up, share an extra station or shift responsibilities. When this happens the show must still go on.

[]         BURNS, CUTS, AND SWOLLEN ANKLES

Of course, we live with this every day. Business doesn’t stop when we experience minor injuries, but nevertheless they make our work that much more difficult. It is hard to ignore a hand burn when standing over a cherry red flat top or char grill with flames jumping around a steak. It is impossible to ignore that annoying little finger cut that throbs with every movement. Yes, you washed it out, dabbed it with antiseptic, covered it with a bandage and finger cot, but damn it hurts. Maybe it needs a stitch or two, but it is really hard to leave your co-workers in the middle of a rush. “I’ll tough it out until the end of service and then go to the ER.” That sense of urgency must always include acts of caution and smart work. When there is a lack of urgency and planning then accidents are more likely to occur: cause and effect, cause and effect.

When chefs are asked what they look for in cooks – the typical response includes: dependability, working clean, the ability to work as a team, solid knife skills, speed, and understanding the importance of urgency. If you have it – then you are able to fit into any kitchen environment, learn their system, and adapt to their style of cooking.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant Consulting and Training

 

BEING A CHEF – THE PASSION AND THE COST

28 Wednesday Mar 2018

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Let’s first separate those three types of cooks who stand tall behind a range:

  • Those who consider cooking to be their purpose in life, the career choice that inspires them, and the choice that let’s them jump out of bed in the morning to face the opportunities that cooking will provide today
  • Those who view what they do as a job that supports a meager lifestyle, brings them to an environment of transparent, hard-working, and fun people and a job that will be available as long as they want it
  • Those who feel trapped in a job that is physically and emotionally difficult, never pays enough, offers little if any benefits, and pains them to continue to call it a career

Regardless of the level of commitment and associated joy – each of these types of individuals makes substantial sacrifices to keep those aprons tied. Years ago I completed a somewhat unscientific study of why people stay and why they leave – what drives certain cooks and chefs away and what magnet inspires them to continue to accept the bad with the good. The results of the study (involved around 200 current and former cooks) surprised me. As it turned out there was a definitive acceptance of the “cost of doing business” if one factor was in place – if it was not, then the desire to “flee” became more pronounced.

So what is the “price to pay” for chefs and cooks aspiring to that position? The challenges are many, but so too are the challenges to many other careers. It does seem, however, that chefs feel the weight of more than their fair share of complex burdens. It has been said many times before and we all know the drill, but once again let’s look at the weight of the position:

[]         THE PRESSURE OF TIMING:

Everything in a kitchen is measured in the immediate: the need for a custom menu –NOW, the need to prepare exceptional food for dining room guests within minutes of their arrival, the need to fix challenging financial numbers, the need to replace team members and train them TODAY, etc. Every day is a pressure cooker when it comes to time.

[]         THE CHALLENGES IN KEEPING A TEAM:

Considering the environment, the work conditions, the unpredictable hours, the modest pay and a lack of benefits – it is almost impossible for a chef to build and keep a unified team in place for more than a few months. Team members come and go; yet the expectation is that product and service will remain constant.

[]         THE PHYSICAL NATURE OF THE WORK:

Cooking at a professional level is a very physical job. Standing on your feet, little opportunity for breaks, excessive heat, loads of lifting, and of course the burns, cuts and sore feet and backs that go along with the physical environment is an every day challenge.

[]         THE SHORT LIFE OF INGREDIENTS:

With profit measured in pennies it is difficult to imagine how challenging it is to manage ingredients with a shelf life measured in a few days. Any loss due to waste or spoilage chips away at those meager profit percentages. This reality faces the chef every minute of every day.

[]         THE TIGHT ROPE NATURE OF SMALL PROFIT MARGINS:

Sales fluctuate in most restaurants and labor cost is hard to manage with these ebbs and flows in business volume. Combine this with that cost of perishable ingredient challenge and you have profit or loss staring a chef in the face each morning when he or she opens the office door.

[]         THE FICKLE NATURE OF GUESTS:

If menus were stationary and always predictable then the job of the chef might be a bit monotonous, but it would certainly be comfortable. Guest tastes change, product availability changes, quality varies, and cost of ingredients is as variable as the weather. All of this combines to create a highly fickle environment for building consistency and reliability in terms of planning.

[]         SUCCESS DEPENDS ON LAST NIGHTS SALES:

Since profitability is unpredictable and shallow, most restaurants rely heavily on cash flow for survival (the money is coming in faster than it is going out). When last nights sales failed to meet budget then the chef struggles with knowing whether or not vendors can be paid on time, equipment can be repaired, china can be replaced, or even if payroll will be met. This is a significant burden.

and most significantly:

[]         THE TOLL THAT THE CAREER TAKES ON FAMILY AND FRIENDS:

This is the biggest sacrifice – we all know the drill: you will work extraordinary hours, you will work nights and weekends, you will work holidays and you will certainly miss many of those special family events that other professions would deem essential. This sacrifice alone makes a case for providing a taste of entrepreneurship.

All of this factored in – what was it that those 200 study participants agreed on as the reason to accept this and keep their level of passion high enough? The answer was simple, and nearly universal: (and I paraphrase) “As a chef, I want to have the responsibility and authority to treat the position as if I were an owner and when the business succeeds financially, I want to enjoy those benefits.” In other words – chefs are willing to accept a lot, they are willing to invest incredibly hours and deal with the physical, mental, and emotional stress that comes with the turf as long as they can feel entrepreneurial. Chefs believe that they should be treated as partners who put in the sweat equity in exchange for their ownership authority and financial gain.

If owners want a chef who is “all in”, and a chef who thinks first and foremost about the restaurant and the team who supports his or her efforts, then doesn’t it make sense to view this person as a partner? How this occurs need not even be formalized legally – the chef, at least initially, only wants the ability to impact on decisions and receive as much as he or she gives. Doesn’t these seem fair and reasonable? When this latitude is not present then the owner should realize that good chefs would come and go. This is a fact. The other fact is that a chef cannot effectively do the job well without a total commitment to the business.

Every quality chef that I know has a desire and an inherent need to be an entrepreneur. Every quality chef I know realizes what it takes to be successful in the position and goes into the kitchen with eyes wide open. Every quality chef I know will tell you that the hours; the physical, mental, and emotional toll, and the passion for food and service are the price of admission. In return they expect to feel as if they have the ability to take ownership in some fashion. If you want to keep a quality chef then this fact needs consideration.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

www.harvestamericaventures.com

ARE YOU INTERESTED IN STORIES OF THE KITCHEN AND A PICTURE OF WHAT IT TAKES? Here are two books that should be part of your library:

THE EVENT THAT CHANGED EVERYTHING:

By: Chef Paul Sorgule

www.amazon.com/Event-That-Changed-Everything-Relationships/dp/1491755105/ref=sr_1_1?ie=UTF8&qid=1522239750&sr=8-1&keywords=The+Event+that+Changed+Everything

THE RECIPE:

By: Chef Charles Carroll

www.amazon.com/Recipe-Story-Loss-Ingredients-Greatness/dp/0998862606/ref=sr_1_1?s=books&ie=UTF8&qid=1522239798&sr=1-1&keywords=The+Recipe

A LINE COOK’S LEGAL VICES

19 Friday Jan 2018

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ine-cook

The dictionary may define a “vice” as a bad habit or fault, but sometimes those habits cause less harm than the definition may imply and far more joy than one might assume. We all have a vice or two, some are related to our personal lives and occasionally they are connected to what we do for a living, but in the case of the cook these vices tend to connect almost entirely with that career in the kitchen. Here are some of the “legal” ones that make a cook’s life complete and sometimes deplete their checkbook.

[]         GREAT BREAD

The smell, texture, and flavor of quality bread especially right from the oven with a generous spoon full of salty butter, is maybe one of the most anticipated and revered experiences in a kitchen. The anticipation of the experience is nearly as important to a cook as actually consuming that first slice.

[]         CHEESE OF ALL KINDS

Once a cook has been exposed to quality cheese then he or she is spoiled for life. The transition from Kraft singles to that first quality Brie or Epoisses from France, Goat’s Cheese from Vermont Creamery, Bleu from Jasper Hill, Manchego from Spain, or perfectly aged Romano from Italy is dramatic and eye opening. Cheese becomes one of a cook’s most expensive habits.

[]         BUTTER

It may have been Julia Child who said if you don’t want to use too much butter you can always substitute heavy cream, but to a cook it is butter that defines great flavor. I even know a serious cook who had a tattoo of a pound of butter emblazoned on his bicep.

[]         GOOD WINE

Life is too short to drink cheap wine. A cook has an opportunity and almost a responsibility to learn as much about good wine as possible. The only real way to a good wine education is to drink it and cooks will often view this as a mission in life.

[]         THAT SPECIAL BEER

Just as drinking good wine is essential to a cook’s education – transitioning from PBR or Bud to craft beers is enlightening and incredibly gratifying to a person who is serious about food. Cooks can easily become obsessed with testing the waters and finding that beer experience that is as complex and gratifying as any wine experience.

[]         CHARCUTERIE

Cooks love fermented products: bread, cheese, wine, beer and charcuterie all fall into this category. Watch how contemporary cooks have rediscovered the art of charcuterie from fresh sausages to deeply cured hams, salami, pates, terrines, and galantines. A perfect meal to a serious cook is great bread, intense cheese, salty charcuterie, a few cornichons, and a great glass of wine or beer.

[]         SHORT LIVED RELATIONSHIPS WITH OTHER RESTAURANT EMPLOYEES

It is probably due to the strange work hours that cooks keep and the intensity of the environment where they practice their trade, but cooks (male and female) seem to easily fall into the challenges of relationships at work. Although the best intentions are there, these relationships rarely turn out well.

[]         THE ADRENALINE RUSH OF A BUSY NIGHT

Cooks are totally addicted to the high stress intensity of a busy night, especially that push around peak times when everything seems to be totally on edge and impossible. For whatever reasons this high adrenaline, blood pressure driven experience brings cooks back every day looking for more.

[]         PASTA AND PIZZA

Some of most common comfort foods for a cook on the job are pasta and pizza. It may be the need for high energy carbs, the universally gratifying flavors, or the ease with which these items can be consumed standing up while still working at a station – in any case this is a cook’s go to menu.

[]         BEAUTIFUL KNIVES

Cooks might have a tough time paying their rent, filling their home refrigerators, or finding a few dollars for gas, but they will always scrape together enough cash to buy that $250 Shun knife that they always wanted to add to their arsenal of a dozen or so “must have” tools. They care for these knives with obsessive behavior and totally freak out if anyone even touches one of their blades.

[]         A TATTOO THAT SHOWS HE OR SHE IS A SERIOUS COOK

Yes, this seems to be a time when tattoos are no longer the exception, but the rule. It is becoming harder and harder to find a person under the age of 40 that doesn’t have some type of body art. A cook may be one of the few types of individuals who insist on adding numerous details that pay homage to knives, food, animal anatomy, or cooking terminology. Some might see this as compulsive where others view it as dedication and membership to a club of unique professionals.

[]         COMFORTABLE SHOES

Next to a cook’s knives his or her shoes are oftentimes the next essential investment. Every cook knows that the right shoes can make work a whole lot more enjoyable and the wrong shoes will quickly result in foot, back, and leg pain, headaches, and miserable attitude.

[]         RAMEN AND PHO

When a cook is off of work then there is a transition from the quick comfort of pasta and pizza to something that stimulates all of the senses – Ramen and Pho are the most important meals of choice – full flavored, spicy, fun, varied in texture, and spiritually enlightening – a bowl of noodles is inspiring.

[]         MUSIC THAT FEEDS THE RUSH

Music is important to everyone, but to a cook music is also essential to work patterns. Laid back music to wake up to, intense and fast paced music during prep, and light and soothing music during the adrenaline push of the rush are all critical. Some chefs don’t allow music of any type in the kitchen, but if managed correctly music can set the right tempo to different parts of the workday.

[]         SALT

“Needs salt” is one of the most common responses to tastings that happen constantly in the kitchen. Salt seems to serve as the answer to flavors that have not been fully developed and as a result can quickly become a fault in cooking. Salt does help to bring flavors to the surface, but can also overpower and take away from the flavors that are there waiting to come forward. Many cooks have a salt addiction.

[]         OYSTERS

OK, one of the most vivid food epiphanies that almost every cook has is that first, fresh from the ocean oyster with the wonderful, briny liquor that is hidden under it’s shell. Once experienced this wonder food then a cook is hooked. It might be partly because there is always a struggle to get to the meat and working for your meal is always stimulating, but most would agree it is the unique flavor and texture that wins the day.

[]         FOIE GRAS AS LONG AS SOMEONE ELSE IS PAYING FOR IT

Not every cook has a chance to work with duck liver, but once they have seared a slab of foie gras in a hot pan, and served it with the right accutrements then the experience becomes imbedded in his or her brain forever. Any chance that a cook has to consume foie gras that the chef or restaurant pays for is taken with a veracity of passion.

[]         COFFEE

Cooks drink lots of coffee, strong coffee, good and bad coffee – sometimes black or sometimes with way too much sugar and cream, when they can as espresso and with lots of zeal as cappuccino with a bit of art work on top. Coffee is essential to a cook – one of the food groups that they can’t survive without.

[]         ANY SENTENCE WITH A FOUR-LETTER WORD

As a noun, verb, adverb, or adjective – four letter words seem to spring eternal in the kitchen. As much as chefs may try to temper it – for some reasons it has been accepted as a universal language for cooks. Most become immune after a while and don’t even realize that they are using them with excess until they are out in public and talk with reckless kitchen abandon to the surprise of others.

[]         CRUSTY HANDS

It may seem strange to talk about rough and blistered hands as a vice, but those cook’s claws are a visual representation of how hard they work. Just as beat up hands are a badge of honor to tradespeople, construction workers and farmers, so too are they symbols of a cook.

[]         HEAT AND FIRE

Finally, every cook is obsessed with standing over a cherry red range burner, the melt your skin off 750 degrees of a wood fired oven, or the 4 – inch flames from a char-broiler that are essential to searing a perfect steak or chop. Cooks sweat – that’s what they do.

This is a sampling of a kitchen warriors vices – most of them are enjoyable.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant Consulting and Training

IS THE KITCHEN A COOK’S “SAFE PLACE”?

16 Tuesday Jan 2018

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team

Look around the kitchen and pause to really assess what you see. The lifeblood of the kitchen is not found in stainless steel, contemporary equipment, or even the ingredients that fill cooler and storeroom shelves. The lifeblood of the kitchen is the people who stand tall in their hounds tooth pants and double-breasted white jackets. Now look more closely at those people and begin to see who they are, what their connection to the kitchen might be, and why they just seem to “fit”.

What I truly love about the kitchen, and what many other “lifers” will tell you is that these people are special. They might also be surprised to find out that the person that they know in the kitchen is a totally different person outside of that environment. There is a comfort level, a sense of purpose, and a camaraderie that exists around a battery of ranges that moves way beyond whatever a person’s life is on the outside. This kitchen to many is a safe place, a place where they no longer feel that they have to be that other person, but rather can breathe free, be expressive, demonstrate a skill that has been developed over time, smile, high-five and fist bump, and know that they are part of a team of like-minded individuals with a common goal.

Think about it for a moment. We have all been around big, rough and tumble cooks with scars and tattoos that tell a story of a hard life, delicately place a fresh herb on a plate of beautiful food, wipe the rim and smile as it is placed in the pass. We have all been around that cook who is shy and lacking in social skills interact as a confident, self-assured person when in their station on the line. We have all been around that cook who is typically stoic and antagonistic tear up when the chef tastes his or her food and nods in appreciation of something that is truly delicious. Why the change in character – the metamorphosis when a person is faced with heat, sweat, incredibly hard work, and the threat of cuts and burns around every corner? Is the kitchen a “Safe Place”, and what does that mean to so many cooks?

Here are some thoughts:

[]         ACCEPTANCE

A cook who takes his or her job seriously is on equal ground in the kitchen. No one cares about a person’s past, how he or she acts or is perceived out of work; what their views, beliefs, color, ethnicity, or lifestyle might be – if they put forth the effort they are simply accepted as an equal.

[]         OPPORTUNITY

There is always a chance to be great in the kitchen. A cook may have developed a skill that demonstrates loads of potential, potential that may have never been recognized in other settings – but in the kitchen cooks can shine if they so choose. The opportunity is here.

[]         THE SENSES

What an opportunity the kitchen provides – a chance to appeal to all of the human senses with everything a cook prepares. Every cook is a potential artist with an ability that no other artist has – the chance to appeal to a person’s sense of sight, sound, smell, touch, and taste. Incredible!

[]         APPRECIATION

Outside of the kitchen there may be very little appreciation for a cook’s potential or the work that he or she is capable of doing, but in the kitchen there is ample room for a nod from a fellow cook, a high-five from someone else on the line, a thumbs up from the chef, and a clean plate coming back from the dining room. Appreciation is something that everyone craves and where it happens becomes that safe place, a place of comfort for the individual.

[]         BROTHERHOOD AND SISTERHOOD

We are all in this together, this place of hard work, sweat and toil, danger and opportunity, stress and the joy of success – this is the kitchen – a place where we are all in this as a team and as a result are bound in a manner that is only experienced by those with a common goal in mind. The team is family.

[]         WE MADE IT THROUGH

At the end of every shift there is an opportunity to feel as if the battle was won. We made it through the push, the time when it seemed as if we might be on the precipice of falling apart, yet we pulled it together and put out some incredible food. Every end of shift provides this opportunity to celebrate, to feel a sense of accomplishment.

[]         THE COMMON CHALLENGE/MISSION POSSIBLE

When those first tickets start flying off the printer the team kicks into action. There is a silent recognition that everyone is ready and focused on his or her role. Everyone knows that it is the sum of the parts that makes the service work, they know that their common mission goes way beyond getting through it, the challenge is to do that with grace, passion, and a commitment to preparing excellent looking and tasting food. It is really mission possible – not impossible.

[]         CREATIVITY INSPIRES

Even a crusty pirate who sees the world as an unfriendly place responds well to the opportunity to create and make something that others appreciate. People are inherently tactile individuals who love to make things that are sensually stimulating. The kitchen provides this every day.

[]         MISFITS UNITE

I have always been amazed at meeting cooks that I have worked with off the job and out in the real world. I sometimes scratch my head and think, “Is this the same person that I worked with?” Whatever the inclination of a cook, however they want to act or be perceived outside of the kitchen, once they put on the apron they are transformed into a person of talent, skill, and passion for excellent work. The kitchen is their safe place.

I always remember those times when my children would be on vacation with my wife and I, in a different place, far from their normal friends and associates and how different, free, and happy they were to just be themselves. That is exactly what the kitchen provides – a place for people to be their true selves.

[]         JUDGEMENT ASIDE

The over-riding sense of comfort in a kitchen comes from these facts alone: there is only one important assessment in the kitchen – “Are you ready to put your best effort into this task, are you prepped for the shift, are you committed to making food the way it should be, and are you ready to support your teammates?” If the answer is “yes” then everything else is unimportant and not worthy of another person’s concern.

Is the kitchen your safe place?

PLAN BETTER –TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

www.harvestamericaventures.com

*PHOTO:  Dream Team in Chef Joe Faria’s kitchen – Vero Beach

THE CHEF’S INTELLECT

28 Thursday Dec 2017

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NO ONE SHOULD EVER BE HUNGRY IN AMERICA

It is certainly true that professional cooks and chefs live in a tactile world. The kitchen is attractive to many as a vehicle for working with your hands – building and creating dishes and presenting them with flair that inspires others. But in reality a chef is a person with a highly developed intellect that feeds this tactile environment.

The silo mentality that believes that white collar and blue collar are separated by physical work vs. mental work is far from the truth. Spend time with a carpenter, plumber, or electrician and marvel at how integrated math and science are with their daily work and this misconception will evaporate quickly. The same is true in the kitchen – the balance of understanding, problem solving, and planning with the physical work of cooking is apparent every day with nearly every task.

A cook’s career path is a process of building physical skills and broadening his or her ability to truly understand and apply intellect to the steps in cooking a perfect dish. Those who have a desire to reach the position of chef must invest the time and effort in developing this intellect. Let’s look at some vivid examples:

[]         UNDERSTANDING AN INGREDIENT AND A DISH

What makes a tomato an incredible fruit? Is it season, soil, temperature, the right balance of water and sun, or is it maybe geography and the attention of the farmer? To become a chef is to know the answers to these questions. What makes the flavor of a braised item so profoundly comforting? Is it the amount of fat in a shank, beef shoulder, or short rib? Is it the process of braising and addressing each step appropriately, or is it the connection that a cook has with this process? Understanding is knowing the answer to these questions and securing this understanding in a cook’s subconscious.

“If you can’t explain it simply, you don’t understand it well enough.”
– Albert Einstein

[]         KNOWING WHY

Following a recipe fails to impart the knowledge necessary to consistently replicate the quality of a properly prepared dish. Recipes are tools, but are not the answer to becoming a great cook or a chef. Why does a cook sear meat as the first step in braising? Why is it important to caramelize proteins and vegetables prior to building the flavors in a stock? Why use a raft in the process of clarifying a consommé and how does it actually work? Why clarify butter before using it as a cooking fat on the line? The list of questions is limitless, yet each is an important part of building a chef’s intellect and ability to understand cooking and master his or her craft.

[]         UNDERSTANDING LEADS TO CONTROL

The beauty of understanding lies in a deeper feeling for a dish and the unique ability to problem solve and adjust in the process of reaching an agreed upon goal. Once a cook understands the flavor intensity of an organic heirloom tomato – picked in the July sun, simply sliced and served with virgin olive oil and sea salt then he or she can begin to determine what can be done with that greenhouse tomato in February to try and replicate some of that tomato experience. It might be a process of oven drying that tomato with olive oil and salt and combining it with complementary ingredients that will never exactly replicate a July heirloom but can create a pleasurable experience for the guest that far exceeds simply using that greenhouse product as delivered.

Knowing what to expect in the end can aid a chef in changing a food experience for the better. Every day in the kitchen a chef is challenged to do just this.

[]         SOLVING PROBLEMS

Beyond cooking itself – problem solving is a skill that is drawn from intellect and experience. A chef who determines an anomaly in food cost will tap into his or her intellect and experience to determine what might be the cause. Was it a mistake in inventory; is it time to adjust selling prices; could there be an issue with theft; or is it time to look at yield and waste in the kitchen. A chef never accepts a problem for what it is – he or she has the ability to identify the cause and make necessary adjustments.

[]         SCENARIO PLANNING

Chefs, through their experiences, are able to tap into their acquired intellect to anticipate problems before they exist, establish preventative measures, and when necessary – quickly tap into that mental database of solutions.

“Entrepreneurs are moving from a world of problem-solving to a world of problem-finding. The very best ones are able to uncover problems people didn’t realize that they had.”

-Dan Pink

[]         DIFFERENTIATING TASTE AND FLAVOR

Taste and flavor are truly intellectual. Our mind tells us what a strawberry tastes like and registers what it should taste like. Experience trains the mind to be the active evaluator of taste and flavor and our taste buds and olfactory senses are the vehicles to deliver this data to the brain. A cook will never know what a veal picatta should taste like until he or she has prepared it properly and built that taste and flavor memory. That perfect tomato flavor is determined through experience. The intellect of taste and flavor is built throughout a cook’s life, recorded in his or her subconscious, and activated through intellect when needed.

“The thing about all my food is that everything is a remembered flavor. Maybe it’s something I had as a child or maybe it’s something I had in Milan, but I want it to taste better than you ever thought.”

– Ina Garten

[]         BEING IN TUNE WITH PEOPLE

In the end, the chef’s primary job must go beyond cooking. The chef, through experience and commitment to building intellect and great communication skills is able to nurture an understanding of what makes his or her team members tick. Knowing what their needs, strengths, weaknesses, passions and goals are will allow the chef to be successful and the restaurant to thrive. Chefs know how to set the stage for self-motivation, when to complement and when to coach, and how to inspire others to reach for common goals. This takes intellect, experience, and a deep appreciation for the individual.

[]         FINANCIAL MANAGEMENT

Chefs may not need to understand the complexity of accounting, but they must understand how to analyze, compute, and use the information that is provided through solid accounting practices. Chefs will inventory, determine product cost, establish selling prices, manage labor costs, track item popularity and contribution, budget, and prepare the foundations for weekly or monthly profit and loss statements. Cooking is the soul of a kitchen, but solid financial management is the lifeblood.

[]         PLANNING AND ORGANIZING

The most effective chefs, especially in a very busy operation, invest a considerable part of the day planning and organizing the shop. Chefs design menus, determine amounts of product to order, build production schedules, expand recipes, build employee work schedules, establish timing for events, establish future budgets, and define how everything is done within the walls of the kitchen. Effective cooks spend years building this intellectual capital and creating a base of knowledge that will allow them to be effective at these tasks that go way beyond the tactile portion of their job.

[]         MARKETING AND BRAND CREATION

Just like any other business professional – the chef has a role to play in building the brand of the restaurant and getting that message out. In many cases, the chef is the brand and as such must also be the face of the operation and its promotional efforts. To this end, the chef must build the social and intellectual skills necessary to be a positive role model and spokesperson for the operation.

[]         A VISION BASED ON WHAT YOU KNOW AND WHAT YOU DON’T KNOW

In conjunction with owners and other managers, the chef must also acquire the intellectual savvy to be part of the visionary team for the restaurant. It is never acceptable for an operation to remain stagnant – there must be a vision for the future and a strategy to get there. This strategy must include a deep awareness of what the chef doesn’t know and a commitment to build that base of knowledge moving forward.

The primary point is that the role of chef has changed dramatically over the past few decades and the once cooking focused position has evolved into one that requires a new skill set and a highly refined intellect that allows the chef to make the right decisions for the team and the operation. So you want to be a chef? Well, the chef of today is just as concerned with becoming a knowledge worker and an intellectual leader, as he or she is a great food technician.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Training and Consulting

www.harvestamericaventures.com

“Be Something Special – be a Chef.”

 

 

 

 

WHAT MAKES A CHEF’S JOB SO CHALLENGING

03 Tuesday Oct 2017

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Eamon

If you cook in a serious way, if you have defined the process of cooking as something that you want to invest in, if you find that the passion of working in a professional kitchen is something that inspires you, then you will have an undeniable desire to become a chef. What many do not understand is that the difference in responsibility and what a chef will face is monumentally different from that of a cook.

“I call all chefs ‘cooks.’ They’re all cooks. That’s what we do – we cook. You’re a chef when you’re running a kitchen.”

-Tom Colicchio

Running a kitchen is a whole different ball game – a game that too often takes a person away from what he or she started in this industry to do – to cook. A chef, when the term is used correctly, is a manager and a leader. This is the person who builds teams, nourishes a restaurant concept, defines the standards, manages the execution of cooking, leads the business forward, and sets the stage for profitability.

Of course the passion for food and the teaching of others does allow the chef to cook, but not at the same level as those who work the line every day. To reach the pinnacle of a cook’s career and become a chef means that a new set of skills, challenges, and opportunities rise to the surface. Here are some of the things that make a chef’s job so much more challenging:

[]         THE CHALLENGE OF THE RIGHT MENU

Every cook that I know dreams of the day when he or she can put their stamp on a menu. “Finally, I will be able to cook what I want to cook and put my mark on the restaurant.” While this is certainly true at some level – the right menu is often times a departure from this ideal and rather becomes the menu that will attract guests and keep them coming back. Sometimes the chef’s vision and the customer’s reality are one in the same – typically this is not the case.

[]         THE NEED TO BE UNIQUE

While the reality of customer preference is always a top consideration the chef still needs to find a niche that defines the restaurant as unique – different enough for people to go out of their way to choose that operation over another. The chef’s signature is crucial to the individual cook and to the restaurants reputation.

[]         THE RESTRAINT OF KEEPING IT SIMPLE

Chefs love to build menus that define who they are and what their team is capable of. Typically, we like to push the operation to see just how robust the menu and individual presentations can be. The reality is that well executed, simple, clean and flavorful preparations and presentations are often the ones that are well received. Complicated doesn’t always mean better so chefs need to show some restraint.

“As I mature as a chef, I no longer aim to pack multiple techniques and ingredients into a single dish. Realizing that restraint is more difficult, I find it often renders incredibly beautiful results.”

-Daniel Humm (Eleven Madison)

[]         THE CHALLENGE OF THE SOURCE OF INGREDIENTS

Chefs know that the success of their menu relies heavily on the quality and consistency of the ingredients available. Chefs are constantly working with vendors, farmers, fishmongers, and sources of quality meat to set the stage for success in the kitchen. There is never enough time to do this, yet the time must be invested.

[]         THE COMPLEXITY OF BUILDING A TEAM

By far one of the most difficult tasks of a chef, and the most important to the restaurants success is identifying, finding, training, and retaining an exceptional crew. The chef knows that how this team gels will determine how well the food is received. To this end, the chef must be an excellent recruiter, a mentor, teacher, trainer, coach, disciplinarian, and role model.

“There’s a bond among a kitchen staff, I think. You spend more time with your chef in the kitchen than you do with your own family.”

– Gordon Ramsay

[]         THE CHALLENGE OF CONSISTENCY

It has been said that even relatively mediocre restaurants can be successful as long as they are consistent, yet inconsistently excellent restaurants are doomed to failure. Chefs must respect the quality of ingredients, build systems to ensure the same approach to handling them, and work with recipes yet train and teach cooks how to adapt to those factors that can push a menu in the wrong direction. Consistency must be the goal.

[]         THE RESPONSIBILITY TO LEAD AND MANAGE

Leadership and management are distinctly different. Chefs must know the difference and be able to offer both. Managers are excellent at guiding the successful completion of tasks to meet predetermined objectives while leaders inspire others to invest their very best in this process and follow the chef in the direction that will define the operation.

“A good chef has to be a manager, a businessman and a great cook. To marry all three together is sometimes difficult.”

-Wolfgang Puck

[]         THE SHADOW OF WASTE

Waste is the enemy of efficiency and the opportunity for waste is present everywhere in a kitchen. The chef must first build a menu designed to fully utilize every ingredient while the cook must be always conscience of the evils of waste. As Chef Marc Meneau from the former 3-star restaurant L’Esperance in France once proclaimed: “You don’t make money from the onion, you make money from the onion peel.”

[]         THE BURDEN OF FOOD COST

Just as cooks are measured on their ability to execute consistent preparations within the timeline expected and do so with the energy of a distance runner and the finesse of a painter – the chef is measured on his or her ability to keep customers happy and coming back and the ability of the restaurant to meet certain specific financial parameters. One of those is food cost that is controlled through waste management, effective purchasing, inventory control, and standards of preparation.

[]         THE CHALLENGE OF PERFECTION

Since every meal that leaves a kitchen carries the invisible signature of the chef, he or she is oftentimes overly focused on details and impatient when these details are not dealt with in the same manner. Perfection is something to strive for, yet something that is impossible to reach. The chef knows if the team strives for perfection at least they will achieve excellence.

“The hardest thing for a chef is to become comfortable with what you do. Not to be too neurotic and worried with what you are doing and how wrong or right you are.”

-Daniel Boulud

[]         THE RESPONSIBILITY FOR FOOD SAFETY

Every chef understands the importance placed on food safety and proper sanitation. The health and wellbeing of the restaurant guest is a moral and ethical responsibility as well as a legal one.

[]         FINDING THE TIME TO TRAIN

Effective training takes planning, research, and time spent on developing the right execution. It is very obvious to all involved when a chef fails to invest the right amount of effort here.

[]         THE CHALLENGE OF PROFIT

No matter how talented the chef and how dedicated the team – if the restaurant fails to earn a reasonable profit then the operation will have a short life. Chefs are always focused on this.

“I don’t have any interest in being a chef without being on the business side of things, or vice versa, because if you don’t make money at the end of the month, you’re going out of business.”

– Tom Douglas

[]         THE FEAR OF CHANGE

Change is one of those factors that everyone talks about and everyone fears at some level. Whether it is change in concept, menu, method, presentation, customer base, staff dynamics, or vision – chefs must learn to accept the reality of change, occasionally invite it in, and manage it effectively. This is NOT easy.

[]         THE CHALLENGE OF TIME

Time is one component of life that is very difficult to manage. There is only so much time and in a kitchen we find that this is challenged constantly. With too much on his or her plate a chef may be faced with the need to compromise – something that chefs abhor. There is always a constant battle between the need for consistently high quality execution and the need for owners to maximize business volume. Many chefs part ways with very successful restaurants because they do not want to compromise what they believe in.

[]         THE KNOWLEDGE THAT NOTHING IS CERTAIN

No matter how organized, how well planned, or how well defined every detail in a kitchen is – there will always be curve balls. Chefs, over time, are able to scenario plan and anticipate the unanticipated. This is where a well-seasoned chef/leader is able to shine.

[]         THE DIFFICULTY IN HAVING A LIFE

Of course, this is the age-old challenge – how does a chef give 100% all of the time and manage to have a life outside of work. This is easy to complain about, but hard to solve. Some are able to do it and should thus become role models in this regard – most chefs have somewhat shallow lives after work as a result.

Every job has its challenges – the chef’s job does seem to be one that is the poster child for complexity.

***PICTURE:  ADAPTED FROM CHEF EAMON LEE’S PHOTO DURING A SCANDANAVIAN TRIP OF A LIFETIME

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and training

www.harvestamericaventures.com

I REMEMBER – A CHEF’S REFLECTIONS ON TIME

01 Friday Sep 2017

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It was 1964 when Mick Jagger and the Rolling Stones sang: “Time is on my side, yes it is.” I wonder now if there is any truth to that statement. When you are 14 years old, as I was, time seemed endless – boredom was a choice that some elected to dwell in, while others used their time with reckless abandon. While I have one of those reflective moments I thought that I would retrace some of the things that I remember about people over my time thus far. Maybe, there is something that we can learn from the past that will help us accept and adjust to the future – maybe. Quite possibly it’s the little things that make our time have real value – maybe.

“Time has come today,

Young hearts can go their way

Can’t put it off another day

I don’t care what others say

They say we don’t listen anyway

Time has come today”

-The Chambers Brothers

Does this have any bearing on what cooks and chefs do every day in America’s kitchens? Yes, I think so – bear with me:

  • I remember when young people could feel safe spending the day with friends, riding bikes, playing ball, shooting hoops, just hanging out in their neighborhood. Parents thought nothing of simply saying: “Make sure you’re home for dinner.”
  • I remember when school was a safe zone where aside from the occasional ribbing over what you wore for the day, and the fear of tests, most of us looked forward to meeting up with friends and getting through that math or English class.
  • I remember when people said please and thank you because it was the way they were raised to treat others with respect – even when it was forced.
  • I remember when you automatically held the door open for the person behind you.
  • I remember when watching TV was an occasional treat, not a pacifier for a boring life.
  • I remember when we had some chores to do every day and we did them even reluctantly.
  • I remember having a paper route so that there was some money of my own that I earned.
  • I remember how excited I was to get my early working papers at 15 so that I could jump into that first part-time summer job as a dishwasher.
  • I remember the thrill of flipping my first over-easy egg (without breaking the yolk).
  • I remember when making sure that my chef coat and pants were clean and pressed was a source of pride.
  • I remember my first chef’s knife and how meticulous I was about keeping an edge and polishing the blade on that full carbon steel Sabatier.
  • I remember how easy it was to work with and accept everyone in the kitchen regardless of age, height, gender, nationality, race, or beliefs.
  • I also remember those outside of the kitchen who were resistant to this aura of acceptance.
  • I remember how opening day of baseball season in Buffalo was a day off from school.
  • I remember listening with wonder to my first transistor radio that I saved up for with my paper route money.
  • I remember that family meal was mandatory – a time when everything stopped and the entire family sat around the table to break bread and talk about their day.
  • I remember going out to restaurants as something special reserved for birthdays, graduations, anniversaries, and an occasional family gathering.
  • I remember fish fry takeout on Friday’s in Buffalo.
  • I remember working in a classic kitchen brigade at the Statler Hilton Hotel in Buffalo during my apprenticeship.
  • I remember that first day of college without any real direction in life.
  • I remember the years of working in kitchens with incredible people who wore chef whites and aprons with pride.
  • I truly remember the thousands of meals served at a number of restaurants where I worked and can still visualize many of the exact menus and preparations.
  • I will never forget the cooks, chefs, dishwashers, bakers, pastry chefs, managers, and servers with whom I worked in unison trying to exceed the expectations of guests.
  • I remember the competitions, the special events, the pressure of performing, the thrill of success, and the agony of those occasional failures.
  • I remember and treasure the friendships created in kitchens – friendships that go beyond a typical bond found in other professions.
  • I relished the opportunities that came my way as thousands of students’ eager to become cooks and chefs passed through my classrooms. I treasure their success even more than my own.
  • I remember when service was not a dirty word.
  • I remember when as a young cook I was more than willing to invest personal time in developing a new skill in the kitchen. I learned about ice off the clock, show platters after hours without the expectation of pay, or that special recipe that a chef held close to his heart by volunteering to stage’ for a day.
  • I will never forget that first raw oyster, clam on the half shell, snail in garlic butter, seared piece of foie gras, grilled octopus, freshly made sushi, ceviche, meal at a Michelin restaurant, Wagyu steak, beignet in New Orleans, and Maine lobster roll.
  • Finally, I remember all of the travel, the meetings with chefs and feeling the mutual respect that is offered among people of the profession. There are far too many of these experiences to list.

Mostly, I remember the people with whom I have been blessed to spend time with in the kitchen and will continue to do so for hopefully years to come.

“If I could save time in a bottle
The first thing that I’d like to do
Is to save every day ’til eternity passes away
Just to spend them with you”

-Jim Croce

Time is the most precious resource that we have, it is also that resource that cannot be renewed. As cooks and chefs, as members of the human race we should never squander the time before us and should never allow that time to be filled with self-doubt, excessive anger, hate, bias, disrespect, or even worse – boredom. Cooks and chefs are fantastic people with big hearts – our environment is one of acceptance, challenge, and respect. Sometimes this is mandated because of the nature of what we do, but I believe that it is present always under that sometimes-crusty exterior. I believe that each of us is inherently good and caring, but that we sometimes allow our circumstances to hide what is true of most. When we watch how during times of adversity human beings exhibit their true positive self, time and again, then we know that the potential is there. When the world seems to turn on us like in Houston, New Orleans, New York City, Vermont, Northern New York and New Jersey during recent hurricanes and floods, California, Colorado, Washington and Oregon during the ravages of wildfires, and terrorist attacks and the fear of pandemics, we can all relish how fantastic people are and can be when they respect the value of their time and use it for good.

Don’t waste your time – seize every opportunity, give it your best, be kind and sincere, remain honest and of good character, and enjoy the opportunities that come as a result. SAY THANK YOU, OPEN A DOOR FOR SOMEONE, CATCH SOMEONE DOING SOMETHING RIGHT AND PAT THEM ON THEIR BACK, AND ACCEPT PEOPLE FOR WHO THEY ARE.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

I LOVE BEING A CHEF BUT I’M MAD AS HELL

26 Saturday Aug 2017

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From that first moment when I held a spatula in my hand at the age of 15 and was shown how to flip a pancake and how the flick of my wrist could coax an egg to gently change sides in a pan – I knew that the kitchen was a place where I could feel comfortable. Back then it wasn’t “cool” to be a chef, it was just a job that most of the people who surrounded me thought of as a dead end, a place where a young person didn’t want to end up. Since rock musician was already out of reach for me, I resisted the negative thoughts from others and compromised at the end of high school with the road to hotel management.

Two years later, college pedigree on my resume, during my first interview for an assistant manager’s position I was quickly shown that it would be some time before I could wear the nametag of management. I was told to return to the kitchen, learn the ropes and work my way back out to the front of the house in due time. Once back in whites and apron, tongs and spatula in hand, I was committed to stay as close to the range as possible – this was where I belonged. Forty-five years later and I am proud to say that I never strayed too far from the heat, intensity, stress, and shear joy of working in the kitchen – this was my destiny and I have never looked back with regret.

So, I love the food business, and in particular – the restaurant segment. Not everyone can say this, but I can. There have been moments of doubt, but I would always suit up and return knowing that the job was important and every year I was able to get a little bit better than the year before.

Along the way there have been moments of incredible satisfaction, significant accomplishment, laughs, and beaming moments of pride while at the same time there have been those situations and realities that tear at a person’s character, tie his or her stomach in knots, and raise stress levels to the boiling point. Here are some of the many reasons why I love what I do (no regrets) and why today I find myself riddled with fits of anger and disappointment.

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  1. I LOVE BEING A CHEF QUITE SIMPLY BECAUSE I HAVE BECOME COMPETENT

 

  1. I LOVE BEING A CHEF BECAUSE I CONTINUE TO BE INTRIGUED BY THE CHARACTER OF THOSE WHO ARE SERIOUS ABOUT THE CRAFT

 

  1. I LOVE BEING A CHEF BECAUSE I KNOW THAT I CAN HELP TO MAKE PEOPLE HAPPY, EVEN WHEN THE ODDS SEEM AGAINST THAT

 

  1. I LOVE BEING A CHEF BECAUSE I AM ABLE TO PAY RESPECT TO INGREDIENTS AND CREATE FOOD THAT IS BEAUTIFUL AND GRATIFYINGLY DELICIOUS

 

  1. I LOVE BEING A CHEF BECAUSE EVERY DAY IN THE KITCHEN IS AN OPPORTUNITY TO SEE A TEAM BRING THE IMPOSSIBLE TO FRUITION

 

  1. I LOVE BEING A CHEF BECAUSE THE JOB IS BUILT ON THE SOLID FOOTING OF THOUSANDS OF DEDICATED PROFESSIONALS WHO PREVIOUSLY GAVE MUCH OF THEIR LIVES TO THE CRAFT

 

  1. I LOVE BEING A CHEF BECAUSE I KNOW THAT I EARNED WHERE I AM WITH MY CAREER

 

  1. I LOVE BEING A CHEF BECAUSE I CAN CONTINUE TO LIVE MY PROFESSIONAL LIFE NOW THAT I AM PARTIALLY RETIRED, THROUGH THE SUCCESS OF THOSE WHOM I HELPED TO TRAIN AND TEACH

 

  1. I AM FRUSTRATED AND ANGRY BECAUSE THOSE COOKS WHO ARE SERIOUS AND TALENTED ARE UNABLE TO MAKE A DECENT LIVING

 

  1. I AM FRUSTRATED AND ANGRY BECAUSE THERE IS FAR TOO MUCH MEDIOCRITY IN THIS BUSINESS THAT DROWNS OUT THE EXCELLENT WORK THAT SERIOUS COOKS DO

 

  1. I AM FRUSTRATED AND ANGRY BECAUSE THE TITLE OF CHEF IS GIVEN OUT TOO FREELY TO THOSE WHO HAVE YET TO DEMONSTRATE THAT THEY HAVE EARNED IT

 

  1. I AM FRUSTRATED AND ANGRY BECAUSE FAR TOO MANY RESTAURATEURS LOOK AT THEIR KITCHEN STAFF IN TERMS OF LABOR DOLLARS RATHER THAN PEOPLE WHO WANT TO PERSONIFY THE VERY BEST SKILLS AND ATTITUDE OF A PROFESSIONAL

 

  1. I AM FRUSTRATED AN ANGRY THAT THOSE WHO CHOOSE TO PURSUE A COLLEGE EDUCATION IN CULINARY ARTS ARE SADDLED WITH ABSURB DEBT THAT CAN NEVER BE PAID

 

  1. I AN FRUSTRATED AND ANGRY THAT TOO MANY CULINARY PROGRAMS ARE MORE INTERESTED IN FILLING CLASSROOM SEATS THAN HELPING A STUDENT DECIDE IF THIS PROFESSION IS RIGHT FOR THEM

 

  1. I AM FRUSTRATED AND ANGRY THAT TOO MANY CULINARY GRADUATES ARE UNWILLING TO PAY THEIR DUES TO REALLY LEARN WHAT IT TAKES TO BECOME A CHEF

 

  1. I AM FRUSTRATED AND ANGRY THAT LINE COOKS ARE NEVER GIVEN THE CREDIT THEY DESERVE

 

  1. I AM FRUSTRATED AND ANGRY THAT AMERICA HAS FAILED TO RECOGNIZE SERVICE AS AN HONORABLE PROFESSION

 

  1. I AM FRUSTRATED AND ANGRY WHEN PEOPLE OUTSIDE THE INDUSTRY THINK THAT THE FOOD NETWORK AND SHOWS LIKE HELLS KITCHEN ARE AN ACCURATE PORTRAYAL OF WHAT KITCHEN LIFE IS LIKE

 

  1. I AM ANGRY AND FRUSTRATED THAT CHEFS ARE IGNORED WHEN THEY TALK ABOUT THE IMPORTANCE OF QUALITY, CHEMICAL FREE, GMO FREE, INGREDIENTS FROM FARMERS AND PRODUCERS WHO ARE PASSIONATE ABOUT THEIR CRAFT

 

  1. I AM FRUSTRATED AND ANGRY THAT SOME LOOK AT THE LIFESTYLE OF A COOK AS SOMETHING THAT IS IMPOSED ON THEM RATHER THAN A CHOICE THAT THEY MAKE BECAUSE THEY LOVE WHAT THEY DO

If it seems like I am on a tirade of complaining, please know that I express these points out of frustration for the next generation of chefs. I still love what I did and what I do, but my time in the kitchen has passed and I am truly disappointed that I did not leave the business in better shape for this next wave of cooks, chefs, and restaurateurs. I don’t regret for one minute the excessive hours, the heat, the cuts and burns, the time spent trying to help a team pull itself out of the weeds, the incredible experiences of team that still give me goose bumps, the competitions where we spent 60 plus hours straight working in a kitchen together, investing time “off the clock” to learn something that I didn’t know before, traveling to work in other friends kitchens for a good cause fundraiser, or consoling a cook who had a problem with drugs or alcohol while convincing him or her to seek appropriate help, or even bail out a cook who made a mistake and needed a friend to help set him or her on the right course. I do regret that this next generation of cooks and chefs may not have an opportunity to feel the same way that I do or the hundreds of industry friends that I cherish who feel the same as I do.

Just as my friend Fritz Sonnenschmidt refers to himself as “A Happy Cook”, I too consider myself the same and only wish that joy for others. My advice to others beginning their professional life is to find what you love to do and give it your all. “Be something special – be a cook” – the rewards are there.

PLAN BETTER –TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

 

THE RECIPE IS A BOOK WORTH READING AND HOLDING CLOSE TO YOUR HEART

16 Wednesday Aug 2017

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There has rarely been a better time for a book like this. I don’t normally use my blog to talk about books that you really should read. My focus is to pay respect to cooks and chefs, restaurateurs and servers, culinary students and instructors, and all who have made the choice to spend time in the kitchen. This book is one of those exceptions because it talks to each of those audiences and even those who may not decide to spend the better portion of their lives cooking for others, but who are moved by stories of those who have found their passion, overcome obstacles, and who have learned that hard work, determination, dedication, and love of life can help to bring out the best in people who may be lost at times.

I have worked in kitchens since I was 15 years old. Fifty years later I give thanks every day for the opportunities that this environment and the people who work in it have provided me. The Recipe is a story so well told, a story that could easily be about me (instead of Owen, the main character) and countless others who took the correct turn in life through the encouragement and example of another person and who found their passion as a result.

I love to read stories of personal triumph, stories that show how people can rise above and sometimes claw their way out of a dark corner and find the light that will shine bright for themselves and those around them. I am always seeking those stories that can provide hope, stir up positive emotions, and make you feel as though the experience of the characters is somehow connected to the reader. The Recipe is such a story.

I had the privilege of being one of the advance readers of this book. A dear friend, accomplished chef, dedicated supporter of what is right, and role model for many is one of the authors. This is his story and the story of those with whom he has worked with and for, this is a story about life, not just life in the kitchen. When we caught up after reading his draft I started our conversation by saying this: “I want to tell you that this book is not good.” I paused for him to catch his breath and wonder about his ability to tell a story. I continued: “This book is great! It is a story worthy of the best storytellers, a book that everyone should read, a book for all of us, a book that can help people who need to choose that right turn in the road.” I loved this book.

When asked to say something to my readers about The Recipe, I agreed as long as I could interview the two authors whom I sincerely respect and admire. In this process I not only discovered how the partnership of JD Mann and Charles Carroll came to be, but also dug a little bit into what makes each person tick – they are so different and so much the same.

John David Mann is an accomplished inspirational author with numerous books that found a home on the NY Times Bestseller list. He writes, as he states in his own words: “In everything I write, from book to blog post, my goal is to be genuinely, deeply inspirational. The secret to achieving that, I think, is to be authentic and deeply human.” His sincere commitment to write in this compelling fashion and through the process of storytelling – helping people to discover themselves and others was reflected in his apparent love of cooking and how those who cook for a living can feel inspired and inspire others. He stated: “Cooking is like painting, martial arts, dance, and poetry: you can’t fake it. Who you are gets revealed. It might seem like a place you can hide – just follow instructions and do what the chef tells you – but it turns out, that isn’t so.”

He chose to work with Chef Carroll on this novel because he felt a kinship of spirit, a shared integrity and commitment to giving back that was compelling. It was his feeling that the story of Owen was the story of many young people who need a little guidance, a mentor, a purpose, and a passion. JD Mann felt strongly that Chef Carroll was the story and together they could weave it into the type of inspirational piece that might actually help others. “I always knew, intuitively and vaguely, that cooking was a metaphor for living in many ways, but had never really sat down (before) to parse through exactly how. “ He saw through the collaborative writing of this book that the “rules of the kitchen” that all cooks and chefs understand could reveal themselves to be a “recipe for living”.

Chef Charles Carroll, is to me, the consummate example of who and what a chef can and should be. He has been a friend and colleague for more than 25 years and during that time I have truly admired his skill, dedication, work ethic, ability to run a professional and highly disciplined kitchen while instilling a sense of pride and team among all who work with him in this process. At the same time he gives freely of himself to worthy causes – most recently helping our troops in Afghanistan through his Operational Hot (http://chefcharlescarroll.com/operation-hot/) and remains a wonderful family man. I have tried to model my professional and personal life after Charles and consider him a role model. It is fitting that his third book is a story to inspire others inside and outside of the restaurant business.

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When interviewed, Chef Charles stated: “I get emotional when I read this book and I know what is going to happen! It was important to me to take the reader on an emotional roller coaster ride. I wanted to touch everyone’s heart while sharing beautiful life lessons through food and I think we did it. John and I made a great team.”

When young Owen is faced with personal tragedy and stands on the precipice of making poor life decisions he steps into the shoes of a chef who would become his life mentor and culinary teacher. It was this casual and unintentional step in a new direction that may have saved Owen’s quality of life and certainly set the course for his future career in food. How many of us have come to this same type of crossroad in our lives? When reading this, many of you will say: “But for the grace of God I could have taken the wrong path”? How many of you know that it was a parent, sibling, relative, friend, teacher or chef who put their hand out, made eye contact and said “Follow me this way and you won’t regret it”? This is what The Recipe is all about.

The Recipe will be available in October of 2017. I encourage you to pre-order your copy today and set aside the time to walk in Owen’s shoes – you won’t regret it. This is a book for chefs, cooks, culinary enthusiasts, students, and those who are seeking a taste of inspiration. Click on this link to pre-order your copy today:

THE RECIPE: www.TheIngredientsofGreatness.com

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PLAN BETTER – TRAIN HARDER – INSPIRE OTHERS

Harvest America Ventures, LLC

Restaurant Consulting and Training

For more information about Chef Charles Carroll, check out his website at:

http://chefcharlescarroll.com/

For a deeper understanding of John David Mann, the writer, click on this link to his author page:

www.amazon.com/John-David-Mann/e/B001JP1Y50/ref=sr_tc_2_0?qid=1502827495&sr=1-2-ent

 

 

 

THE WINE EXPERIENCE /THE WINE CULTURE – A CHEF’S PERSPECTIVE

29 Thursday Jun 2017

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Is it possible that an area like the North Fork of Long Island could become the next serious wine region of the country? What differentiates the Napa Valley, Paso Robles and Sonoma County of California from the Willamette Valley of Oregon, Walla Walla, Washington from the Snake River Valley of Idaho, and the Finger Lakes of New York, or the North Fork of Long Island? All of these areas and many more are becoming common fodder for conversation among those who are connected, in some fashion, to a growing interest in wine. In many cases, these picturesque parts of the U.S. have become meccas for wine enthusiasts, and attractions for vacationers and weekend wine revelers.

The wine experience has taken hold of the U.S. as never before, and with this need for wine entertainment comes a real thirst for knowledge about this agricultural product. Enthusiasts line the highways and back roads of agriculturally rich areas whose soil and weather is conducive for the growth of grape varietals and production of wines that reflect this terroir. Astute winemakers have taken the opportunity to convert their grape farms into destinations with spectacular buildings, tasting rooms, event facilities, restaurants, and gift shops. Limos holding small groups of wine drinkers taking advantage of designated drivers and bus loads of wine tourists have transformed once quiet farm lands into destinations for adults that rival the excitement of the theme parks that brought them thrills in their youth. Weddings, reunions, business events, team building exercises, and corporate retreats are now the core business that is supported by the foundation of wine.

So, what is this phenomena and what does the future hold for those who make a life of wine? In the past the rule of thumb was that it takes a large fortune to make a small fortune in wine. Have winemakers found a solution to this limiting reality that may have kept all but the truly serious away from wine making – Is something lost in the process?

A wine culture differs from a wine experience in that those involved in the culture are as passionate about the agricultural product and the process of wine making as is a chef about the source of ingredients and transitioning them through cooking, an artisan bread baker is about wheat and how when mixed with water, salt and yeast can make one of life’s greatest treasures, a cheese maker is to the process of fermenting milk curd, and a farmer is to the care for his or her crops and the soil that they are nurtured in. In other words, those involved in the culture of wine are totally dedicated to this incredible, ever-changing, product that must be fully understood before it can be controlled at any level. Those involved in the wine experience are astute business people who understand the draw of wine and its potential (there is nothing wrong with this).

I have spent the last few days with family in the North Fork of Long Island. The area is a far cry from the intense hustle and bustle of the Long Island that I knew years ago. The commuter traffic of Nassau County moving en masse to New York City for the workweek is replaced with ocean vistas, views of the Long Island Sound, beaches, and lots and lots of grapes. These once fertile farm lands that were filled with cauliflower and potatoes have been replaced with turf farms and vineyards. The result is a thriving community of wine makers, increased evidence of wealth, and a totally different type of traffic.

My first reaction was to dismiss Long Island wine (based on my non-existent knowledge of the product) as something that couldn’t possibly be worthy of consideration.   For years I held the same feelings about wines from the Finger Lakes – “these could not be serious wines that would be worthy of consideration on a restaurant menu”. Traveling from vineyard to vineyard I was struck by the “experience” portion of a wine community – noting that many of these winemakers had done a spectacular job of creating the destination feel of a place that was certainly worthy of a visit, but could the wines be any good? My mission was to discover the underlying wine culture of the region beyond the wine experience. As a chef, were the wines of Long Island strong enough to hold up to the scrutiny of wine enthusiasts who patronize established restaurants? I had already discovered, on previous trips to the Finger Lakes that these Central New York wines, although limited (for the most part) to certain white wine varietals, were actually very good (especially the Rieslings) – now I wanted to spend some time with those produced on the North Fork.

Keep in mind that my wine knowledge is acceptable as a chef, but certainly not anywhere near as sophisticated as a sommelier or even a true wine advocate. My approach was from the standpoint of a typical chef who was in search of new wines to complement a restaurant menu – something that I would enjoy suggesting to a restaurant operator or a thirsty, and discriminating guest.

So…this is what I found:

[]         THE TERROIR

Although most relate terroir to the quality or makeup of the soil, terroir can also include the climate, topography, solar days, and other unique factors in the environment that make the growing of particular grapes unique. Much of the soil on North Fork of Long Island is sandy, with clay and stone; the land is flat with a significant number of solar days during the growing season, and with the added spice of salt air.

[]         THE GRAPES

Many of the wines from the region tend to be white, but the reds that I tasted were quite excellent and worthy of a position on any mid to high-end restaurant menu. A broad swatch of grapes and wines were prevalent including Gewurztraminer, Sauvignon Blanc, Vigonier, Chardonnay, and some strong entrants in the sparkling wine arena. Reds ran the gamut from Syrah, Cabernet Sauvignon, Petite Verdot, Merlot, and Malbec.

Painted in Waterlogue

[]         THE WINE MAKERS

Making wine is not a job – it is a calling that requires a lifetime commitment to the soil, the grape, and the process. The wine maker must have a palate that ensures that each year’s vintage share commonality with previous years while maintaining it’s unique character as defined by all of the controllable and uncontrollable factors that impact on the finished product. To this end, like with cooking, the wine maker learns more every year and matures with his or her craft. What I found in my brief encounter with Long Island wines is that the same dedication that is evident in France, Italy, California, Washington State, Oregon, and other areas is prevalent in the North Fork. Richard Olsen – Harbich and Kip Bedell from Bedell Vineyards, Gilles Martin from Sherwood House, and Anthony Sannino from Sannino Bella Vita have wine flowing freely through their veins as is evidenced through some really outstanding wines. There are more than 100 others who work with the grapes grown on the North and South Fork of Long Island – something that would take me many summers to research, but if these three are any indication then I would say, with confidence, that there is truly a wine culture building on Long Island.

[]         THE EXPERIENCE

For those who have had the pleasure of visiting vineyards in France and Italy you will attest to the lack of pretention that dominates the majority of wine houses. Farm families, some with well-trained winemakers and others with individuals who learned from their fathers and grandfathers produce the majority of wines from these countries. The look of the vineyard and tasting room (excluding some of the grand chateaus) is minimalist and focused on function vs. form. This is not the case in the wine regions of the U.S. The areas where wine has become recognizable to the consumer are destinations where a person can enjoy the vistas of grape vines, the flavors of a well appointed tasting room, the service usually reserved for full-service restaurants, food to complement the wine, ample photo opportunities, grand halls for events, manicured grounds with flowers in full-bloom, and even gift shops that could thrive in a downtown setting as well as on a grape farm. Long Island is no exception to this U.S. standard. Although the grand estates with columned entranceways and imported Italian tile may not be as prevalent as you would find in Napa or Sonoma, there is still plenty of sizzle. From the over-the-top glitz of crystal chandeliers to the rustic hand-hewn beams that infer loads of history – The North Fork provides it all. At the same time there are still enough of those unpretentious vineyards that state with pride that their focus is the wine – not the setting.

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[]         THE PRODUCT

If I had to state something simply about my experience with the product it would be “thumbs up”. From an exceptional Malbec and Petite Verdot at Bedell, to a terrific Sauvignon Blanc at Sherwood House, and even the refreshing summer Rose’s at Croteaux (there are many choices at this house that is the only U.S. vineyard that makes rose exclusively), I found all of the wines to be very good, and even exceptional in many cases. Even Robert Parker has given his over 90 score blessing to many of the wines of the North Fork.

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In a nutshell, my limited knowledge of wines was peaked and my palate more than satisfied. North Fork wines are not cheap, but definitely of high quality. My summation is that any restaurant and chef would be well served by adding a handful of North Fork wines to their list.   Long Island is now on my list and I hope to continue my research in the years to come. If you are looking for a great mini-vacation or an excuse to do some research and development for your restaurant then make sure that you include a trip to the North Fork. Well worth the trip.

PLAN BETTER – TRAIN HARDER

“Life is too short to drink inferior wine”

Harvest America Ventures, LLC

Restaurant Consulting and Training

http://www.harvestamericaventures.com

A LINE COOK’S LIFE DIRECTION

28 Tuesday Mar 2017

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“There’s nothing worse than a feeling of being lost.”

-Chef Daniel Boulud

These are such important words from a chef and restaurateur whom many consider one of the worlds finest at his craft. They gave me a moment of pause as I reflected on my life in the kitchen, realizing like many others, that it was (is) the kitchen that gave me direction, a professional purpose in life.

I would dare say that most young people, and some not so young, have faced that very perplexing question: “What is my purpose? Why am I here and what can I contribute that will be fulfilling and important?”

We all have a desire, and to varying degrees, the ability to create. This desire and ability manifests in a sense of pride and a feeling of accomplishment. From the earliest age people are inquisitive and anxious to create something that makes them feel a sense of satisfaction and draws praise from others. This must be something innate, or something in our genetic makeup that needs to be fueled and allowed to grow. When an environment of support for this creativity exists – great things are sure to follow.

There are few environments more supportive of this creativity than the kitchen. I have seen countless individuals find their purpose in front of the range. There is something magical in the transformation that takes place when these individuals rekindle their desire and need to be creative, to make something that has meaning, to work hard at becoming very good at what they do. The focus, the determination, the organization along with the freedom, the sense of urgency along with the intent on always doing it right, and the melding of flavors all combine to create an environment of purpose, of no longer being lost. This is where a cook was meant to be, this is what he or she was meant to do.

What makes the kitchen and this sense of purpose flourish? Here are a few important notes:

[]         PROGRESSIVE LEARNING:

There is a sequential order to cooking, to learning the craft. This step-by-step process that allows a cook to see daily progress is incredibly gratifying. Holding a knife for the first time and learning to respect how in a conditioned hand this beautiful piece of steel can transform ingredients into hundreds, if not thousands, of different items. To feel the power of the knife and learn to respect how to control it is one of the first steps in this progressive education of the kitchen. Learning about ingredients, staking control of a flame, becoming one with cooking methods, building speed and dexterity, having the confidence of a palate that grows every day, and creating a cook’s signature for plate layout all come together in the gratification of pushing a perfect plate of food through the pass.

[]         STRUCTURE:

For freedom to take its rightful place in a kitchen there must first be some structure that allows this to happen. It is this structure that oftentimes first draws people to the life of a cook. Individuals need structure and a sense of “fit” in a system – this is a position of comfort, of trust that allows individuals to be at peace and feel comfortable adding their creative twist to how things might work within that structure. The kitchen always provides both structure and freedom.

[]         FREEDOM OF EXPRESSION:

Just as the innocence of youth provides many vehicles for self-expression, the kitchen – once a cook finds his or her place within the structure, provides ample opportunity to be unique, to sign the plate in his or her own unique way. It might take some time to convince the chef that this expression is right for the restaurant, but once this happens this signature will become the calling card for a cook.

[]         BEING PART OF SOMETHING BIGGER THAN YOU:

There is purpose in being needed. That your unique skill set is critical to the success of the restaurant and to the integrity of the line. Whether it is perfectly marking steaks and chops and cooking them to the right degree of doneness, knowing how to properly sauté that veal dish, caramelize diver scallops, baste a fillet of Dover sole, or finish the sauce – monte au beurre, for a braised lamb shank, or timing those pommes frites just right so that they are crisp, hot, tender on the inside and perfectly salted, each person in the kitchen has an important job to do, a job that at this moment they are perfectly qualified to accomplish. Knowing that the entire line and the dining room depend on your consistent performance is deeply gratifying.

[]         THE INTENSITY:

There is a tremendous amount of satisfaction in being involved in the dynamics of a busy kitchen. The intensity to many would be hard to imagine, yet to a cook it demonstrates everything that he or she has prepared for. The ability to think and work through that intensity and produce exceptional food is quite an accomplishment.

second cook

[]         SENSE OF URGENCY:

A close neighbor to the intensity is the urgency that accompanies every task. Success is measured in seconds and minutes. Most preparations on the line are measured as a’la minute (in the minute). Even though a cook’s mise en place is well designed and individual ingredients are ready in waiting as they should be, the actual cooking of most dishes, building flavors, and finishing each menu item as the operation has designed is done on demand. Timing is essential and each member of the line team must work together under the umbrella of this sense of urgency to ensure that all dishes come out as planned, at the same time, awaiting those finishing touches and a wipe of the plate rim by the expeditor in the pass.

[]         THE ORGANIZATION:

Every ingredient must be just right, in the correct amount, stationed where it must be so that the cook doesn’t even need to think about where to reach – this is mise en place. Mise is something that gets a cook excited. Knowing that he or she is ready for whatever might come is another point of purpose. “Bring it on” is not a dare, it is a statement of confidence, a rally around purpose. This cook is not lost – he or she is always on point with a clear sense of direction.

[]         EXECUTING A STRATEGY:

Walking into a kitchen those last 60 minutes before service would lead an outsider to believe that panic is the rule of thumb. Every hand is busy, every cook is focused, no one is straying from the appointed tasks, and the chef is looming over the team making sure that the “t’s” are crossed. There is always the danger that they won’t pull it off, but underneath they know that they always will. With moments to spare before the first orders tick off the printer, the calm starts to set in. This seemingly panicked situation leading up to service is actually part of a well-established strategy – a means to an end. The cooks themselves turn it up during crunch time to make sure that they are not only physically ready, but also mentally and emotionally prepared for service. This same strategy is evident in restaurants from coast to coast. This is kitchen life.

restaurant-food

[]         THE PRODUCT:

When that perfectly prepared scallop, steak, chop, lamb shank, roasted chicken, or burger and pommes frites lands on the plate, is adjusted for the best visual impact, garnished as part of the flavor profile, and spun for presentation in the pass awaiting the expeditor’s approval, there is a real sense of accomplishment, of pride that builds on the face of every cook. After all, it is the product that defines the culmination of a cook’s talent and brings the guest through the restaurant door. The cook can think to him or herself: “I made this perfect dish”.

line 2

[]         THE SENSE OF ACCOMPLISHMENT:

There it is, at the end of a shift there were many opportunities for success or failure, but this team of cooks made it happen. Guests were pleased, the chef was satisfied, the food looked fantastic, flavors were on point, and the line team functioned like a well-oiled machine. Now the smiles comes, the high fives and fist bumps are offered, and maybe a thumbs up from the chef and servers define what it means to be a cook, a cook with a sense of purpose.

Everyone has a place, a purpose, a career and life that best suit his or her innate abilities, passion, and demeanor. Sometimes they methodically plan out this choice and sometimes it seems to choose them. I have enjoyed working with many young cooks who find comfort in the kitchen. They view this as their place, a place where they can make a difference, a place where they can offer something special of themselves.

BE SOMETHING SPECIAL – BE A CHEF!

PLAN BETTER – TRAIN HARDER

Harvest America Ventures

Restaurant Consulting and Training

www.harvestamericaventures.com

*If you are interested in stories of life in the kitchen and the factors that impact on cooks and chefs lives, then order your copy of: “The Event That Changed Everything.” Click on the link below for more details and to order.

www.amazon.com/Event-That-Changed-Everything-Relationships/dp/1491755105/ref=sr_1_1?ie=UTF8&qid=1490716612&sr=8-1&keywords=the+event+that+changed+everything

HOW TO BECOME A SUCCESSFUL CHEF – A BAKER’S DOZEN

18 Saturday Mar 2017

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full teamThis may not turn out to be my most popular article, but it might very well be one of the most important for a cook or chef planning on a long, successful career in the kitchen.

If we take a step back for a moment and try to understand that restaurants are businesses – businesses that only exist if they are able to meet established financial goals, then a chef would have to accept that a significant part of his or her job is to ensure achievement of these goals. All of the other parts of the job that we enjoy such as: waking-up excited about cooking and holding close to our hearts as our purpose in life, such as: producing great food, having the opportunity to create, building relationships with passionate farmers and producers, and helping to train the next generation of chefs can only be realized if the restaurant earns a reasonable profit. To this end, those cooks and chefs who fail to appreciate that the business side of restaurants makes everything else possible will rarely enjoy a long-lasting career.

When a restaurant owner/operator asks a cook or chef applicant to explain why he or she should be hired to take the lead of a kitchen it is imperative that the person point to his or her ability to manage and lead a kitchen to profitability. Obviously, all of the other exciting parts of the job are essential, but in some way they must lead to a strong bottom line. There are many skills and aptitudes that can help a chef project this ability – here are 13:

1)        LEARN TO LEAD AS WELL AS MANAGE

Managers are well versed in directing people to accomplish a task, planning and organizing towards results, and trouble shooting problems as they arise. Every successful chef must be a solid manager of people and things. Leaders help to create an environment where people thirst for knowledge, aspire to exceed expectations, share common goals, and feel an important part of the team responsible for reaching those goals. Every chef who eyes a long and fruitful career at the helm of a kitchen must exude the characteristics of leadership. Cooks with aspirations of becoming that chef must commit to learning from other leaders. A terrific resource in this regard is Chef Charles Carroll’s book: Leadership Lessons from a Chef.

2)        UNDERSTAND THAT THE TOP LINE DRIVES THE BOTTOM LINE

Cost controls are essential, but a restaurant will never be able to cut costs as the sole method of reaching for long-term success. One of the chef’s primary tasks is to work diligently on ways to improve the sales line. This might be done by creating reasons for increased traffic, or by building check averages through effective menu planning, costing strategies, and taking part in effective front-of-the-house training programs to drive upselling.

3)        DATA, DATA, DATA

Decision making in any business without substantial, useable data is nearly impossible. It is true that some decisions are best if they come from gut feelings, but even those should be based on a strong foundation of statistical data. Chefs need to know check averages, what items sell best at different times, why business is best on certain days and worse on others, how much each menu item contributes to overall financial success, the cost of producing each item, the amount of labor required to produce certain items, the yield from various cuts of meat and seafood, etc. The more useable detail the better, however, data is only useful if it is studied and applied. Every chef should add The Underground Culinary Tour by: Damian Mogevero to his or her library of essential reading. This superb book addresses the difference between borderline and very successful restaurants – the answer lies in the management of data.

4)        BECOME A FORWARD THINKER – LIVE FOR TODAY, PLAN FOR TOMORROW

Chefs with the brightest future are always appreciative and thoughtful when it comes to history and tradition in kitchens and with cooking, but open-minded enough to study, and when appropriate, embrace the changes that will keep a restaurant successful for decades. The best chef’s are thinking ahead of the competition and even ahead of the customer. The best chefs are able to anticipate what people will want in the future.

“A lot of times, people don’t know what they want until you show it to them.”

-Steve Jobs (Apple Computers)

5)        GREAT FOOD AND SERVICE IS THE PRICE OF ADMISSION

Without question – chef’s need to be masters of cooking and be able to train cooks how to replicate the flavors, aromas, and presentations that will inspire guests and pull them back, time and again. Certainly some chefs have a gift, or a greater level of achievement in this regard, however, simply being a masterful cook does not automatically equate to restaurant success. This is a major part of the package that you sell, but on its own it will be incomplete.

The attitude of service excellence can never be ignored. To drive that top line, restaurants must engage a service staff with the hard knowledge and soft skills that lead to first class customer experiences, higher check averages, and return business. This is an understanding that is exemplified by one of America’s greatest restaurateurs – Danny Meyer in his essential read: Setting the Table. Every career-oriented chef should add this resource to his or her office library.

6)        KNOW HOW TO BUILD THE BRAND

Owners and operators are seeking chefs who are able to create, improve, and promote the positive brand of a restaurant and make its name part of household conversation. The goal of any advertising and promotion program is to reach for word-of-mouth marketing. The way to word-of-mouth is through brand building and recognition. The way to restaurant brand building is through brand promotion of the chef and his or her team. The best chefs learn to become public figures and are willing to be a presence in the restaurant, to interact with guests, to be the face of the operation, and to put themselves out there as the brand ambassador. Chefs with long-term careers cannot hide behind the swinging doors.

7)        BE A GREAT LISTENER

Cooks aspiring to become chefs looking for career longevity are adept at keeping their ears to the ground and their eyes focused everything around them. Listen to what competitors are doing, listen to your staff and pay attention to their perspective, listen to guests, and by all means listen to those organizations and businesses that personify excellence and business success. Even companies that are not in the business of food can provide that spark of inspiration that is needed.

8)        COMMIT TO LEARNING SOMETHING NEW EVERY DAY

A thirst for knowledge is of prime importance to any successful businessperson. This holds true for cooks and chefs as well. “What did you learn today?” Can you answer this with detail of a new skill, fact, process, flavor, etc.? If no, then you have wasted an opportunity to build that personal brand and make yourself more attractive to an owner/operator, peer, staff member, or restaurant guest. Make this a part of your daily routine.

9)        INVEST IN YOURSELF

Don’t wait for an employer to propose an investment in your skill development. Always seek those opportunities and build a case for why your involvement in that investment makes sense. If the operation doesn’t have the funds or fails to see the merit, then seek out other means of covering the cost. You need to make the investment in your own future. Borrow the money, work some extra hours, start a Kickstarter campaign – where there is a will, there is a way. Your continued focus on education will ALWAYS pay off in time.

10)      INVEST IN YOUR STAFF

Excellent chefs seek to provide similar opportunities for staff. When employees see your willingness to help them improve, they will return the favor with renewed enthusiasm and passion. An environment of personal investment will help to attract the best employees and provide the means for chefs to achieve the financial goals before them. If the operation can’t find the funds to send staff to attend workshops, classes, or conferences then the chef can offer in-service training with focus on their own experiences, or even send kitchen staff to stage’ at a peer chefs restaurant.

11)      PAY ATTENTION TO WHAT’S GOING ON

Aside from the obvious attention paid to food trends and styles of cooking, an effective chef must stay focused on those changes in financial climate that become obvious through analysis of data. Are there changing patterns in what customers select from a menu, anomalies in wine sales, changes in the cost of raw materials, subtle movement in patterns of upselling from service staff, or creeping costs associated with utilities – especially fuel costs in the kitchen? All of these factors and more are on the radar of a career chef – a chef whose services are always in demand.

12)      A WILLINGNESS TO CHANGE

All of these details only result in value if a chef is willing to take the information to heart and make the necessary changes that will result in better restaurant financial performance. Rigid, “stick to your guns” attitudes that dismiss the findings of data collection will rarely result in good business decisions.

13)      SHARE THE INFORMATION

Finally, chefs and future chefs who understand that their success is fully dependent on the ability to rally the restaurant team around the need to stay on top and adjust are the ones who can become that beacon of hope for any operation. To this end, those successful chefs engage staff in the process of financial assessment and share as much as possible with those who stand to make the greatest difference in a restaurants financial performance.

In the end, if you are an aspiring cook with eyes on that leadership role or an existing chef seeking to find ways to solidify your status as a leader, then it is essential to view the position as much more than being an outstanding cook. Successful chefs are successful business people who happen to be masterful at the preparation and service of outstanding food.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

***Thanks to Chef Heather Allen Miller for saving this photo from 1988.

Resource Links:

LEADERSHIP LESSONS FROM A CHEF:

www.amazon.com/Leadership-Lessons-Chef-Finding-Great/dp/0470125306/ref=sr_1_1?s=books&ie=UTF8&qid=1489840376&sr=1-1&keywords=Leadership+Lessons+from+a+Chef

SETTING THE TABLE

www.amazon.com/Setting-Table-Transforming-Hospitality-Business/dp/0060742763/ref=sr_1_1?s=books&ie=UTF8&qid=1489840427&sr=1-1&keywords=SETTING+THE+TABLE

THE UNDERGROUND CULINARY TOUR

www.amazon.com/Underground-Culinary-Tour-Restaurants-Transforming/dp/1101903309/ref=sr_1_1?s=books&ie=UTF8&qid=1489840476&sr=1-1&keywords=THE+UNDERGROUND+CULINARY+TOUR

THE EVENT THAT CHANGED EVERYTHING

www.amazon.com/Event-That-Changed-Everything-Relationships/dp/1491755105/ref=sr_1_1?s=books&ie=UTF8&qid=1489840534&sr=1-1&keywords=THE+EVENT+THAT+CHANGED+EVERYTHING

THE ORIENTATION OF A NEW COOK – WELCOME TO THE CLUB

14 Tuesday Mar 2017

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“Welcome to the camp, I guess we all know why we’re here.” These opening lyrics by the Who in their dramatic album “Tommy” referred to an underlying understanding of purpose. Anyone could interject numerous scenarios that point to common beliefs, direction, misunderstandings, reflections, or transitions in a persons’ life. One of those transitions is finding a career that provides purpose – a calling – what a person was meant to do with his or her life. Such is the case with many who willingly or sometimes unwillingly make the leap into kitchen life. I have always felt that more often than not, this cooking career finds the person rather than the opposite.

Sometimes (probably more frequently than we imagine) people fall into a career as a cook. To many it is initially a job that seems relatively easy to find – restaurants seem to always be in the market for entry level as well as fully developed prep and line cooks – the door swings freely as cooks come and go. So, life in the kitchen begins with a simple need for a paycheck. Maybe, no – probably, that first job was washing dishes but quickly reverts to either a firm decision to “never do this again”, or the start of a keen interest in what those line cooks were doing – much more interesting than diving for pearls.

There is the environment, the language, the banter, the confidence, fire and sharp objects, the creativity, and of course the food – everything melds together into a pretty appealing stew of opportunity. There is another aspect to kitchen life that really defines what makes the work so special – the difference is the team environment – the club. Unlike other clubs there is no need to pay dues, no need to have special connections to “get in” (although connections do occasionally help).

Those who seek membership will have to pay a non-monetary price. Entrance into this club does require an interesting orientation, questioning eyes, very little trust, and even a little bit of hope that the candidate will fail before they are accepted.

I am not sure whether or not this orientation has real value, but similar to the old “pledge” system for fraternities, sororities, or even the military – once a person makes it through they feel as if they have earned their place. If it gets out of hand, we have all seen the damage that can result, but in small doses – is there value to this system of earning acceptance? Let’s take a look at some of the tests that are often part of kitchen culture (you can add your own to the list) and judge for yourself.

[]         UNDERSTANDING THE LANGUAGE OF THE KITCHEN

There are two language formats in the kitchen one has a purpose and the other is part of a poorly defined culture. The language of cooking was drawn from classic terminology (primarily French) that over the decades has become accepted by most serious cooks and kitchens. The names of classic sauces, the terminology for organization, the words used to accentuate cooking methods are all second nature to professional cooks. It is thus an assumption that new employees will fully understand this language. Slang and abbreviated terms that evolved into the unique nomenclature of the kitchen are dotted between the classic terms resulting in a kitchen language that is only known to those who stand in front of a 120 degree ambient temperature range. Mise en place, sec, béchamel, demi-glace, monte au beurre, concasse, pate au choux, pot de crème, brunoise, tourne, and julienne are intertwined with the window, 86, stat, fire, all-day, and dupes or tickets are part of this special language. The other inappropriately embraced cultural language of the kitchen is laced with four-letter expletives. A young cook unaware of this language will be taken off guard and shown to the team as being naïve.

[]         THE TEST FOR COMMON SENSE

Either Voltaire or Mark Twain defined “Common sense is not so common” as a reality. Regardless of the author, most people would agree that the statement is true. In the kitchen – teams seem to always enjoy pointing out that unseasoned cooks are void of common sense. There are numerous erroneous requests made of new cooks like: “Get me a bucket of steam”, or “Go down to maintenance and ask them for the walk-in cooler expander”. Enjoying the pain of embarrassment, cooks will subsequently laugh while watching these eager “newbies” take off in search of the Holy Grail. Sometimes this eagerness is painful to watch as the new cook is asked to mop the freezer floor. Most cooks will eventually shake it off and earn the respect of the team for being able to take a joke. Harmless to most, harmful to some.

[]         CAN YOU TAKE A JOKE

A young cook’s ability to shake it off and laugh at his or her own naivety will quickly win the respect of others. This, of course, is easier said than done. Underneath it all, most people don’t care to be made the brunt of other’s jokes.

[]         TOLERANCE FOR PAIN

I remember part of Anthony Bourdain’s book: Kitchen Confidential, when a seasoned line cook scoffed at Bourdain’s request for burn cream. He then proceeded to grab a hot sizzle platter from the broiler with his bare hand to demonstrate a cook’s ability to withstand pain. Over the years I have found that most cooks are more concerned about showing signs of weakness when they burn or cut themselves than focusing on the wound itself. Far too many cooks have toughed it out when first aid, a few stitches, or burn cream would be in order. For some reason cooks feel that working through the pain is a sign of strength.

[]         HOW THE PERSON RESPONDS TO SERVANT MENTALITY

Team members will try to push a new staff members tolerance for servitude. Willing to please, new cooks tend to accept demands or directives from more seasoned employees without stopping to assess whether or not the directive is reasonable. Long-term employees will take advantage of this as long as they can. Anywhere else this would fall into the same category as middle school bullying.

[]         SABOTOGE

One of the meanest tactics to test a new cook is when seasoned employees purposefully sabotage the new member’s work. Turning up ovens, turning off burners under a stock, allowing a pot of soup in a cooling water bath to tip over and take in water, diluting the product, and adding extra salt or pepper to a dish when the cook is not looking. This is mean, dangerous, and not funny. If caught, this is grounds for a chef to fire an employee for attempting to sabotage the work of the kitchen.

[]         EVERYTHING IS EVERYONE’S JOB

Sometimes new employees are unaware of the Cardinal rule in the kitchen “everything is everyone’s job”. “I was hired to cook, not wash pots” is a response that will immediately ostracize a new cook from the team and start a rapid demise of respect from everyone in the operation.   Pushing this message is one of the few underground orientation tactics that has real merit.

[]         SCHEDULING PAIN

See how serious a young cook is by scheduling them for the worst shifts, back to back 12 hour days, closing one night and opening the next, scheduling them for every holiday, etc. Low person on the totem pole always seems to receive the brunt of the worst schedules, the ones that no one else wants to do. The new kids on the block should be willing to accept this, at least until they are firmly a part of the team.

[]         TESTING THE THRESHOLD OF TRUST

The most important attribute of any team member is trust. Staff members will be very leery of welcoming someone into the club until there is relative certainty that he or she can be trusted. “Will this person have my back, can I trust that he or she will do their share and do it well, can I tell this person something in confidence?” The trust factor is far more important to the team than skills. Skills can be taught; trust is something that is part of a person’s character. The team will test new recruits during this orientation period to assess their trustworthiness.

[]         JUST DO IT

When in the heat of battle – will this person step up to the plate and go the extra mile or will he or she crumble. The proof of this will happen pretty quickly in the heat of service.

[]         BOOK SMARTS VS. TIME IN THE TRENCHES

The classic friction between those individuals with the culinary degree pedigree and stripes from the school of hard knocks will always be an undercurrent in the kitchen. The graduate brings an understanding of the “why”, while the veteran brings the chops from cranking out thousands of quality meals over a period of time. The only way that there will be acceptance if each agrees that he or she can learn something from the other. The chef, manager or owner must expedite this part of orientation. It rarely happens organically.

Good, bad, or indifferent, this is a process that does happen in many kitchens here and abroad. It can be cruel at times and sometimes counter-productive. Club membership, once earned however, is membership for life. I do not condone, nor chastise the process – I believe that in small doses it can be a welcome process that helps to break the ice and discover whether or not an individual has what it takes, but left uncontrolled, it may very well turn good people away from a career in the kitchen. A chef should not encourage the process, in fact, a more formal orientation that is designed to train, acclimate, and integrate new people to the kitchen is usually more effective. If a culture of underground orientation exists it is likely due to a lack of formal orientation provided by the restaurant.

PLAN BETTER – TRAIN HARDER

24 HOURS IN A PROFESSIONAL LINE COOK’S LIFE

17 Friday Feb 2017

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Yes, the life of a cook is based on routine – a routine that may be different, but a routine never the less. What differs is the amount if time dedicated daily to the environment of the kitchen and the people who call it home. So, for a moment put yourself in the shoes of a typical, professional line cook and experience 24 hours.

[]         THE DAY BEGINS

It’s 9 a.m. and the alarm clock breaks the silence with a relentless sledgehammer ringing. The line cook takes a swipe and knocks the clock halfway across the room to bring the world back to silence. With crusty eyes, a pounding head, and aching muscles, the cook finally builds up enough strength to put one foot on the ground, and then another. Time to roll.

[]         THE STIMULANT OF CHOICE

Before a word is uttered, before a thought is made complete, and certainly before too many steps are taken, the cook puts a pod in the Keurig and brews that first cup of coffee. This will be the first of dozens today (many of which will be half consumed and lost somewhere in the kitchen). After a few sips, and a couple ibuprofen, the cook’s eyes begin to open fully and the challenges of the day ahead begin to come into focus. After another cup, a shower, and another ibuprofen chaser, this pirate is ready for the world.

[]         CATCH UP ON LIFE

There are still a couple hours before work begins so this is the short window for a line cook to take care of some normal life tasks – laundry, pick up a few supplies for the fridge, at least think about straightening the apartment, and deciding once again to defer on that trip to the gym – “Maybe tomorrow”.

[]         IT’S OFF TO WORK WE GO

12:30 finds the line cook walking the 15 blocks to the restaurant. His shift doesn’t officially start until 2, but this cook, like many others, knows that if he doesn’t get a jump on prep the evening service will be a trip through hell. “I’ll start early (off the clock) just to put my mind at ease.”

[]         IN THROUGH THE OUT DOOR

Walking through the loading dock service door the line cook feels that usual knot in the stomach. He wonders what surprises the day will bring. Will anyone call out putting undo pressure on the rest of the line? Will all of the kitchen equipment work well? Will daily deliveries arrive on time? How many reservations are on the book? Most importantly – what will the chef’s mood be throughout the shift? It’s time to get his or her head in the game.

[]         PLANNING FIRST

Every cook knows that a successful night on the line depends on how well these first few minutes go. This is the only time when there will be an opportunity to think things through and plan for the known and the unknown. The first 15 minutes in the kitchen are consumed with walking through coolers, writing revised prep lists, checking equipment, discovering reservation patterns for the night, and double-checking the schedule to see who will be part of tonight’s team.

[]         MISE EN PLACE

Without a doubt, mise en place ALWAYS saves the day. To some, MISE is focused on enough prep to make it through service, but a professional line cook knows that it goes way beyond supplies. MISE refers to the organization of work, the prioritization of this pre-service prep list, setting up the station like a pilot familiarizes himself with the cockpit. Pans must be in a certain spot, back-ups labeled and positioned, side towels folded a certain way, pinch pot of salt and pepper in place, and a full mental review of the menu – even though a cook has worked with it for the past 6 weeks.

[]         SWEAT THE DETAILS

The professional line cook knows that it’s the small stuff that wins the battle. Every “i” must be dotted and “t” crossed. The cook must be able to reach for anything on his or her station without looking. Extra steps or searching for essential ingredients could mean that the system will collapse.

[]         PRE-MEAL

It’s 4:45 p.m. – staff meal is out and the line cook is cramming a few bites in while continuing to work. In a few minutes the chef will check station to ensure that everyone is ready. Just a few more minutes of chopping fresh herbs and finishing sauces with monte au beurre and this cook will be ready to roll. At 5:00 the chef will review the nights features with service staff and talk about recommended wine pairings while line cooks wipe down their stations, set-up sanitation buckets, hydrate with pitchers of ice water and pound down a few last minute espressos. Bring it on!

[]         GAME FACE

To some it is a look of intensity, maybe even that battle look as you might find on the face of a defensive lineman, while to others it is a look of trepidation mixed with anxiety – the proverbial “deer in the headlights” look. Every line cook experiences it, every night, in every restaurant. Sure, it might be masked with a bit of swagger, a few light-hearted jokes, the snapping of cook’s tongs, and a smile – but inside every cook is mentally running through everything that could go wrong.

[]         THE PUSH

As is the case with most restaurants, the night begins with a slow steady trickle of early diners, but by the time 7 p.m. arrives the dining room is full and the board is taxed with an endless stream of dupes. This is what the line cook prepared for, this is what gives him or her that buzz when adrenaline kicks in, this is what tests his or her ability to function at peak efficiency while working together as a member of the kitchen SWAT team. When the cooks are on their game this is a beautiful thing to watch – poetry in motion. This is why cooks arrive early and work with a high level of purpose and efficiency. This is the game and cooks are ready to play.

[]         ON THE EDGE

There will be times throughout service when things seem to be on the precipice – the chance of meltdown is just as great as the opportunity to succeed. Cooks may need that extra bit of confidence and push from the chef or the expeditor to get over the hump, but they know that if their mise is tight, they can work through it together.

[]         THAT WINNING FEELING

There comes a time during service, usually right at the tail end of that push window when a line cook knows that things are going well. There is chemistry on the line and even a feeling of camaraderie with the service staff. Guests are happy, the chef is happy, and the food looks great in the pass. It is at this moment that a line cook senses that this is his or her destiny. This job is his or her purpose – what is in the cards for them. This is what he or she is really good at.

[]         POST MEAL – TAKING INVENTORY

As the shift starts to wind down it is time for every cook to take stock. First – take a moment to review what went right or wrong and strategize on how to repeat that effort or make an adjustment tomorrow. Next, taking inventory means to look through mise en place and start that list for tomorrow when it starts all over again.

[]         BREAKDOWN

Putting the kitchen back in order is never left for the night cleaning crew. Line cooks scrub equipment, polish stainless steel, properly chill, label and date leftovers, and roll up floor mats for the dish crew to run through the machine at the end of their night. When the lights are flicked off the kitchen goes to rest, but does so with a sparkle that is welcoming in a few hours to the morning crew.

[]         THE NIGHT IS OVER – RIGHT?

The clock strikes midnight as cooks change into street clothes and even though they know that going home would be the wise thing to do; they all agree to stop in at their favorite bar for a celebratory drink. Unfortunately, as is the case on most nights, when they belly up to the bar and see their coworkers do the same, one drink leads to another, and another. The feeling is always ‘ “We deserve it”. Good, bad, or indifferent, this is the social nature of the business. Some can participate and stay in control, while others quickly fall prey to the master in a bottle. This is one of the real challenges that a cook will face.

[]         WONDERING WHY

As the cook manages the stairs up to his or her apartment sometime past closing, looks in a mirror and peels off those clothes that still carry the smells of the kitchen, he or she wonders again why he or she continues to inflict this level of punishment. “There must be a better way to make a living”.

[]         WHAT GOES AROUND, COMES AROUND

After what seems like just a few moments of blissful sleep, it is 9 a.m. and the alarm clock shouts out: “Time to start all over again.” Welcome to the routine of the line cook.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

WHAT DRIVES A CHEF

13 Monday Feb 2017

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The vision of extreme work ethic always inspires me. Extreme may be an over-used word, but not in the restaurant business. A chef’s life is a life of never-ending focus on food and the workings of his or her kitchen. Yes, I do mean never-ending.

In a recent travel show I took note of a quote from Chef Nancy Silverton of Mozza Restaurant and LaBrea Bakery – when confronted with this observation of a chef’s extremism, she stated: “It’s in your blood – we can’t ‘not’ do it.” To those of us who have been or are caught up in the tangled web of a life in the kitchen – doesn’t this statement hit the mark? We can’t help ourselves infers that this obsession is almost genetic, some type of affliction that we are born with or “catch” along the way. It is, for some reason, part of the chemistry that makes up the character of a chef.

What are these obsessions, these “can’t help it” dynamics that can either be viewed as the positive character of a chef or the disease that plagues them?

[]         WE COMMIT TO PUT IN THE TIME – WHATEVER IT MIGHT BE

Of course every chef will complain about the hours that he or she works, yet I have not found a serious chef who is told to work 90 hours a week. Whether it is a feeling of responsibility, a lack of trust in fellow workers, a bit of concern about their own shortcomings, or just a hidden comfort level in being in the kitchen – if you are a chef, the obscene commitment of time is a given – we accept it and can’t help ourselves.

[]         WE EXPECT EVERYONE ELSE TO SIMPLY ACCEPT THIS REALITY

Because we have made the commitment to “be there” over and above any other reasonable commitment in life, we expect those around us to smile and accept our reluctance to find balance. Some may be fortunate to find themselves surrounded by understanding friends and family, while others wind up sacrificing everything else for the job.

[]         WE VIEW EVERY PLATE THAT LEAVES OUR KITCHEN AS A PRODUCT THAT CARRIES OUR SIGNATURE, REPUTATION, ADDRESS AND PHONE NUMBER

Chefs are obsessed (although they may deny it) with their reputation and how others perceive them. Chefs are fully engaged in the belief that the buck stops with them and any mistake or shortcoming of a co-worker or employee is his or her (the chef’s) fault. This only feeds that need to always be there.

[]         WE CAN’T AVOID SWEATING THE DETAILS AND KNOW THAT EVERY DETAIL IS CRITICAL

Chefs are often cursed with “restaurant eyes”. This is an important trait for anyone in charge of a kitchen, but it can be a hefty weight to carry. Chefs tend to see the details, try to coach others to see them as well, and if all else fails – try to fix them when others are less inclined to do so.

[]         WE HAVE AN INNATE NEED TO CONSTANTLY IMPROVE

Never being satisfied leads to an addiction to constantly tear things apart and rebuild them. This is a trait that artists have been notoriously known for. There was a time (as I have heard) when Picasso was no longer allowed to walk through a museum that carried his work – unaccompanied. The reason was that he would be inclined to find fault with his work on display and try to correct it without permission from the museum. Chefs are the same way. A well-received, popular dish might quickly be removed from the menu because the chef wasn’t happy with it, even if guests loved it.

[]         WE ARE OUR OWN WORST CRITIC

Most chefs are not served well by performance evaluations simply because they already know where they are weak and what part of their work needs improvement. Some may sight examples to the contrary, but I can tell you with relative confidence that chefs are extremely critical of their own work. Telling them the obvious rarely works in terms of changing behavior or work quality – the chef needs to accept his or her shortcomings and develop a strategy for self-improvement. More than likely if an outside force tries to push for that change, it simply doesn’t work. The chef will more often than not – resist. The end result is that if the chef doesn’t self-correct, he or she will probably wind up leaving or being asked to leave. This is strange but true.

[]         OF COURSE WE ARE COMPETITIVE

By nature, chefs are competitive souls – we can’t help ourselves. We are competitive with fellow chefs (friends or foes), with other restaurants, and most significantly with ourselves. Chefs need to somehow win in their own mind. Better food, more interesting menu, higher customer counts, better check averages, better kitchen financial performance, more positive customer comments, better ratings on Trip Advisor, more stars or diamonds, etc. – pick your competitive measurement – chefs will subscribe to it.

[]         WE MAKE FOOD THE CENTER OF OUR LIVES

Chefs read about it, talk about it, shop for it, work with it, become frustrated over it, insist that others share their passion for it, when they do go on vacation – plan their time around it, and feel that somehow food is their calling.

[]         WE ARE ALWAYS FRUSTRATED WITH THOSE WHO DON’T CARE AS MUCH AS US

Since chefs view food as centric to their existence, it only makes sense (right?) that everyone else in the kitchen, the restaurant, their family and friend circles, and dining room feel the same way. If they don’t feel this way, the chef will dismiss them at some level.

[]         WE LOSE SLEEP OVER THE MISTAKES WE MAKE AND THE PEOPLE WHO FIND ANY FAULT WITH OUR WORK

Chefs make mistakes; lots of mistakes, just like everyone else. In the big scheme of things most of these mistakes are minor and the positives always far outweigh the number and significance of those mistakes. If 198 customers rave about their meal last night and two offered a negative critique – the chef quickly forgets the 198 and wrestles with the 2. Every emotion churns within the chef over these 2: anger, fear, disappointment, shame, hurt, and anything else that might keep him or her from sleeping for the next few nights. Sure, most chefs will try to hide these feelings, but they exist and they eat away at their physical, mental and emotional wellbeing.

[]         WE FEEL THAT WE MUST ALWAYS BE A BEACON OF STRENGTH, YET WE ARE PRETTY DAMN SENSITIVE ABOUT SO MUCH

God forbid that a chef would actually show any of these emotions (except anger- that one comes way too easily) because we feel that doing so would be a sign of weakness in the eyes of coworkers. So chefs tend to either be stoic or hide behind the rush of anger that we sometimes confuse with a sign of strength.

[]         WE LOVE OUR WORK AND HATE OUR WORK AT THE SAME

Sit down with a chef to discuss his or her state of being and you might walk away very confused. Chefs will gladly refer to all of the challenges, negatives, and psyche killing facts about this extremely difficult work and in the next moment smile and reflect on how much they thoroughly love the profession, the work, the people around them, and their ability to create fabulous food for the public.

Chefs – we are such a strange lot – we just can’t help ourselves.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant and Culinary School Consulting and Training

DON’T FORGET TO ORDER YOUR COPY OF: The Event That Changed Everything – A novel about the restaurant business and those crazy people who simply can’t help themselves.

Click on the link below to order your copy today.

www.amazon.com/Event-That-Changed-Everything-Relationships/dp/1491755105/ref=sr_1_1?ie=UTF8&qid=1487015359&sr=8-1&keywords=The+Event+that+Changed+Everything

 

 

THE EFFECTIVE CHEF’S NEW YEAR’S RESOLUTIONS

26 Saturday Nov 2016

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Why do we bother to create a list of year to come resolutions when more often than not we disregard the list soon after it is written? Is it because of a tradition that lacks commitment, or because we know that we could and should do some things differently? Is it an indirect way of apologizing to ourselves for neglecting some things that need attention and the list is an attempt at changing our ways, or is it simply the list itself since this is the way that chefs, in particular, organize their days and their lives?

The truth is that even the most effective chefs (or pick your career professional) could put together a list of actions that would make them better at what they do – professionally and personally. What is lacking (typically) is not an inability to live up to the resolutions, but rather a lack of commitment to them as priorities. Making the list, as we all well know, is the easy part, and is not enough.

Now, let’s add another angle to this whole process of resolution – your employees, peers, partners, employers, and family members are just as interested in your resolutions and just as certain that you will drift from the intent of the list. Many of those stakeholders also look to you as a role model – if you fail to take resolutions seriously then they will follow suit.   So, your plan and actions can set the tone for many others.

“How few there are who have courage enough to own their faults, or resolution enough to mend them.”

-Benjamin Franklin

If you are having a difficult time coming up with resolutions that make sense – the following might serve as a guide. I think most chefs would find that these generic resolutions could fit anyone who wears the chef’s toque:

A CHEF’S RESOLUTIONS FOR 2017:

[]         LISTEN MORE

Listen to your employees – they may have solutions, not just problems. Listen to your vendors – they should have a handle on factors that impact on the ingredients you buy. Listen to your competition – why repeat their mistakes. Listen to your boss – although you may challenge this thought at times – they are where they are because they know more than you think. Listen to your family – they are the reason that you work and the reason why you are successful.

[]         PLAN BETTER

So many times in our crazy day at work we are faced with problems that need to be solved. If we invested a bit more time thinking our decisions and processes through we might avoid much of the time spent correcting things that go wrong.

[]         TRAIN HARDER

Don’t blame your staff if you haven’t taken the time to train them well. Don’t blame your vendors if you haven’t taken the time to clearly explain your expectations. Training is the key to success.

[]         BE THE POSITIVE EXAMPLE

Just as a parent sets the example for how children will act and react, so too will your employee’s act based on your example. Take a breath, don’t chastise or lose your cool – be above all of those emotional responses and be the steady ship in the night that everyone can depend on.

[]         TAKE THE TIME TO UNDERSTAND

Learn to separate cause and effect before you draw your conclusions. An employee who is constantly late to work – is it because they are lazy and undependable or is there a deep-seated reason for their lateness. If an employee consistently fails to prepare product to your standards – find out if it is based on a lack of ability or if it might be poor communication or a lack of training.

[]         CONNECT WITH THE SOURCE OF INGREDIENTS

We all talk about it today, but how many chefs truly invest the time to develop strong relationships with the farmers and producers who provide the ingredients that a restaurant works with. If a chef trains his or her staff well then he or she can invest some time during the day to work on these relationships.

[]         LEARN MORE AND SHARE WITH OTHERS

Chefs are, or should be, the teachers in a restaurant. Be the living example of the food and beverage encyclopedia. Research, read, interact, partner, experiment, and then pass on what you know to others. This is how great teams are formed and exceptional restaurants are built.

[]         BUILD BRIDGES – NOT WALLS

Exceptional chefs do not accept that friction must exist between the front and back of the house, between shifts in the kitchen, between young cooks and seasoned veterans, or between restaurants competing for the same group of customers. Exceptional chefs are negotiators, diplomats, and relationship builders.

[]         BE YOUR OWN WORST CRITIC

The best chefs are never totally satisfied with their own work. The performance evaluation of an exceptional chef will never reveal something new; in fact, the chef will likely find more things that he or she needs to improve than any supervisor might point out. This desire to always critique and improve is what separates the best from the average.

[]         BE INTRAPRENEURIAL

Be one of those exceptional chefs who treat his or her position as that of owner even if you have no formal ownership stake. Ask yourself – “If this were my place – how would I approach a particular decision?”

[]         CREATE SOME BALANCE

Every chef talks about it but few are good at managing it – be a balanced manager. Forty hour weeks will never be a reality for a chef, but everyone needs time away, a day or two off every week, time to invest in family as well as the business, and the confidence in his or her crew to be able to act like a person as well as a chef.

[]         SOME COMPASSION WITHOUT LOSING CONTROL

The best chefs know that those around him or her have issues that impact on performance. These chefs are able to show interest in these challenges, take the time to listen, occasionally offer advice, be sometimes flexible as a result of those issues, and know when listening is all that can be done and the employee must simply work through it and address the job at hand. The fact that you are sincerely interested in listening is always received well.

[]         APPRECIATE YOUR TEAM

Take the time (yes, you have it) to say thank you, pat an employee on the back or give him or her a high five, publicly show your appreciation, smile, and let others know how pleased you are with a team or team members performance.

[]         APPRECIATE YOUR FAMILY

After however many hours a chef works, there must be a time when he or she can set aside and connect with family. A chef without this respite will have a very difficult time maintaining a level of excellence at work. These family connections allow chefs to be great at what they do. Never lose sight of how important family is.

[]         KNOW WHAT YOU DON’T KNOW

The world of food is so enormous, so complex, so change oriented, that no chef could ever expect to know all that there is. The best chefs will openly admit this, acknowledge their weaknesses, and thirst for ways to get better at their job.

[]         DO SOMETHING ABOUT IT

Make a commitment to find out or learn what you uncover as a weakness or gap in understanding. Admitting that you are not well versed at something is shallow unless you commit to changing that paradigm.

[]         BE FAIR AND BE RESPECTFUL

Back to the parent scenario, chefs will always be challenged and viewed by some as showing favoritism one way or another. The best chefs work hard at being fair and respectful of all employees, vendors, peers, and customers.

[]         YOUR STAFF’S SUCCESS IS YOUR SUCCESS

Make a commitment to share the glory and accept the responsibility. When your restaurant wins (recognitions, compliments, profit, customer numbers, peer reviews) make sure that you view it as a “team” win. Let everyone know it was a result of everyone’s effort. On the other hand, when something goes wrong – take public responsibility for it even if was an issue that clearly rests on the shoulders of another. This is the weight of management. Accept the problem, find the cause, and work with the individual or individuals to correct it so that it can be avoided in the future.

I guarantee that if a chef takes this list, customizes the content to best suit his or her situation, and commits to working on each of these points, he or she will relish the positive results in 2017. Make your list today and be the example – stick to it as a list of priorities.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

HERE’S A THOUGHT – Looking for a small gift for your cooks, sous chef, culinary friends, apprentice, or college intern? Pass on a copy of “The Event That Changed Everything” – a novel that speaks to those in the restaurant business. Order your copies today by clicking on the following amazon.com link:

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A CHEF’S LETTER TO LINE COOKS

04 Friday Nov 2016

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Interesting how even after hanging up a chef’s hat I still enjoy being called “chef”. Although I haven’t spent more than one occasional day at a time behind a professional kitchen range in some time, I am still filled with enthusiasm for kitchen life. One of my great joys when holding that position was orchestrating, or even just watching the hum of the line and the symmetry of a cadre of line cooks performing their magic. I continue to have tremendous respect for all of the characters with whom I worked and every serious line cook who sets his or her feet firmly on the rubber mats that connect the chefs table and “pass” from the scorching heat of flat tops, fryers, and char-broilers. These people are truly special.

With this in mind, as a former chef looking back, I thought that I would compose a letter to those serious line cooks and provide some food for thought as they walk through the kitchen doors, put an edge on their knives, tie their aprons, hydrate in preparation for Sahara desert intense heat, fold their towels and organize stations, and mentally prepare for the rapid fire arrival of orders throughout service.

TO THE SERIOUS LINE COOK:

First, let me state how much I admire your skills – skills that take time and dedication to acquire and focus to retain. These skills are physical, mental, emotional, and in many cases even spiritual in nature. These skills reflect the traditions of generations, the influence of numerous cultures, the formal and informal training imparted by seasoned veterans, the artistic touch of a painter or sculptor, and a pride that would be hard to find in other professions. Thank you for letting me remain a part of your passion for so many years.

All this being said, there are challenges, disappointments, and self-imposed limitations that thwart your ability to carry these skills to the next level. So, under the heading of “for what it’s worth”, here are my observations, reflections, and recommendations for you.

  • IT’S A YOUNG PERSONS GAME

As much as the job of a line cook can be demanding, it is also invigorating. The pressure, the timing, the skill to coach the flavor from ingredients, the need to multi-task, the team communication and camaraderie, and the physical nature of the job do all come together in a flurry of intensity. When it works, it is incredibly gratifying and fun. Keep in mind that the ability to keep this pace up becomes more limited as you age, so the line cook’s job should be viewed as a pathway rather than an end game.

  • LEARN ALL THAT YOU CAN – EVERYDAY

The line cook’s job can become a rewarding pathway if you always strive to build on your skills, improve and expand your base of knowledge, and add new abilities to your box of career attributes. Seek to learn something new each day.

  • NEVER ACCEPT MEDIOCRITY

Mediocrity is the kiss of death for a cook. You have standards, you have been trained well, you know what great food tastes like and how it should look, you take pride in every plate that you create – don’t ever forget that these are YOUR standards – never waiver from your standards. This is what separates the cook from the serious cook.

  • PRACTICE KAISEN

Japanese refer to the process of constant improvement with the word: kaisen. The best cooks will look at their work as something that can always be improved. Be your own worst critic and others will be in awe of your passion for excellence.

  • TAKE PRIDE IN YOUR PROFESSION AND WHAT YOU DO

Serious line cooks hold their heads very high when asked what they do for a living. Few people understand what it takes to be a great cook and even fewer will ever take the leap and make the attempt to live the life of a cook. There are hundreds of years of pride behind the profession of cook – an important, necessary, and rewarding way of life.

  • LEARN ABOUT LIFE FROM YOUR PEERS

As much as the chef may guide you along the way of building great cooking skills, you may find that the people you work with can offer a depth of knowledge that goes beyond the pan and the grill. Learn about your coworker’s culture, their traditions, their history, and how their lives brought them to this point. Interest and respect for this background will carry you a long way with a career.

  • BE IN CONTROL OF YOUR FUTURE

There is great truth to the adage that you can be anything that you set you mind to becoming – especially in the kitchen. Commitment, passion, and consistent hard work can lead you to the role of chef, teacher, owner/operator, product development chef, manager, or even consultant in the future.

  • SEEK NEW EXPERIENCES

Take a chance, take the leap, be adventurous, step out and push yourself – especially when you are young. “I can’t” really means “I won’t”. Travel, apprentice, volunteer, take a class, attend a conference, visit other restaurants, and take on that next position that you may not even be ready for. Your attitude of adventure will open many doors to your future.

  • HAVE A GOAL AND CHECK IT EVERY DAY

Look around- what do you want to be: chef, manager, owner, teacher, distributor, etc.? Once you have a goal then with the help of others you can map out a plan to get there. Set your goals, map out your path, refer to it every day and ask: “Is what I am doing now bringing me any closer to that goal?”

  • TAKE CARE OF YOURSELF – BUILD STAMINA

With the pace and demands of a line cook it is very easy to lose sight of how important your health is. Build some time into your schedule to exercise, eat right, visit a doctor now and then, balance your play with work and rest, and don’t get sucked into the excesses of life after a cook’s shift.

  • RESPECT OTHERS AND TAKE THE TIME TO THANK THEM

Remember that you are setting the stage for the rest of your career and for how others will perceive you as a person. Treat your fellow employees, the chef and other managers, the vendors, and the customer with respect and it will come back to you tenfold in the future.

  • SIGN YOUR WORK

Every thing that you touch, every product that you make, every opportunity that you have to interact with others provides a chance to sign your work. How you approach each of these becomes your real life resume. Take pride in each and every project, process, or interaction. If you need to julienne 20 pounds of carrots, then make sure that they are perfect. If you are charged with pre-marking steaks on the grill then make sure that those marks are defined and symmetrical, and if you are asked to jump in for 15 minutes and help the dishwasher get through a push, then do it as if each dish were signed by you.

  • LEARN TO SAY YES

More than anything else, the chef or manager of an operation needs things done in the moment. Those cooks who understand this and willingly say, “Of course – you can depend on me” are the ones who will find plenty of great opportunities come their way in the future. When a guest asks for an exception to the menu – those cooks who know how important that guest is will respond “Yes” when it is physically possible to accommodate.

  • LEARN TO SAY NO

There are legitimate times to say no. When you have not been trained to perform a certain task, when the request violates the standards of the restaurant, when yes might endanger others – then “no” is always the right response (along with an explanation why).

  • BE PREPARED FOR EVERYTHING AND ANYTHING

Make sure your mise en place is always tight. When you are prepared then the results will almost always be positive. Remember, and live by Murphy’s Law – if something can go wrong it will – be prepared.

  • BUILD YOUR PALATE

Next to dependability, one of the cook’s greatest attributes will be how well his or her palate is developed. The appearance of food is very important, but it is taste that brings customers back time and again.

  • HAVE INTEGRITY AND BE HONEST BEYOND REPROACH

Trust is essential, honesty is revered, and integrity is admired.

  • REMEMBER THAT ACTIONS SPEAK LOUDER THAN WORDS

Be consistent with your actions – if you promise it then follow through.

  • REMEMBER THAT WORDS CAN STING EVEN MORE THAN ACTIONS

Choose your words wisely – they are the single greatest indicator of how you feel towards others and how you intend to act towards them. Words bite deep and are difficult to erase.

  • STAND UP FOR YOUR TEAMMATES

Cooks are noted for supporting others who wear the same uniform. Whether or not you have disagreements with a coworker – remember it is all for one and one for all. Support your team.

  • KNOW THAT BEING A LINE COOK IS HONORABLE AND THAT IT CAN LEAD TO A LIFETIME CAREER IN FOOD

What you (we) do is important. Cooking for the enjoyment and health of others is one of the most important things that you can do for them. Cooking has meaning and is one of the ultimate forms of communication. When you present a great plate of food you are saying: “I am good at what I do, I appreciate that you have come to enjoy my food, I feel that you are important and deserve the enjoyment of food and know that breaking bread can build friendships, break down barriers, and help to resolve the differences that plague a persons life. I know that if I handle myself well and invest in this process of growing as a cook – I can enjoy a rewarding career in some part of the food business for as long as I am able to work.

BE A GREAT COOK – BE PROUD – AND CONTINUE THE TRADITIONS OF EXCELLENCE THAT DEFINE WHAT IT MEANS TO BE A PROFESSIONAL.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

*Have you read Chef Paul Sorgule’s latest novel about life in the kitchen? If not – order your copy today from amazon.com. Click on the following link to place your order.

www.amazon.com/Event-That-Changed-Everything-Relationships/dp/1491755105/ref=sr_1_1?ie=UTF8&qid=1478268874&sr=8-1&keywords=The+Event+That+Changed+Everything

A COOK’S PRIDE

04 Sunday Sep 2016

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Pride is defined in both a positive and a negative manner. To some, pride is something to avoid: “An irrationally corrupt sense of ones personal value, status or accomplishments.” – Wikipedia – Or as some would label it: “ego”. On the other hand, pride can be viewed in a positive sense: “A humble and content sense of attachment towards one’s own or another’s choices and actions…a fulfilled feeling of belonging.” – Wikipedia- In this case pride is viewed as a virtue. Two different interpretations of pride – two different outlooks on how a person carries himself or herself. In the kitchen, as in other places where careers are made, both defined individuals exist.

My friend and a chef who, I deeply admire – Jamie Keating, owns and operates a highly successful restaurant in Columbus, Georgia called “Epic”. On the wall above his line rests a simple statement: Culinary Pride. This – to him and his crew represents all that the restaurant is about, all that the chef is about, all that the guests of Epic expect, and all that Chef Keating expects from his staff: a fulfilled feeling of belonging and a humble commitment to making the right choices with the food that they are privileged to work with. To a true professional – this is what it’s all about.

I just began watching season three of “Chef’s Table” – an extraordinary series of documentary films produced by Netflix that depict the life of prominent chefs from around the world. The series is robust and deep in its ability to delve into the person behind the food, not just the result of what takes place in the kitchen. “What makes this chef tick?” I am pacing myself this time rather than binge watching through the entire series in a day or two, because I want to take time to have each chef’s video bio sink in. The first in the series takes a look at Chef Alain Passard who’s restaurant” L’Arpege in Paris is respected world-wide as one of the best. It’s long history of three-star Michelin rating points to the intensity and the quality of the restaurant and it’s food. What the series does best is to examine the mind, body, and soul of Passard. Once you have a sense of the individual then the reputation of the restaurant makes sense – the “why” becomes clear.

Passard made a bold move a few years back and took all of the protein focused items off of his menu, all of the items that had brought him world acclaim and Michelin praise, and made the decision to become a vegetarian restaurant. This, in Paris of all places, was considered not just risky, but even suicidal. His reason – he had lost his passion for what he was doing and needed to find that excitement that brought him acclaim many years ago. He wanted to talk to his guests with a new voice and to energize his staff with a new, adventurous mission, and he wanted to pay respect to ingredients that had, for years, played a supporting role – never the lead.

Passard did not use the term pride, but instead talked about “Grace” as a way to show respect for a new way, a way of excellence, a way to respect the ingredients and the process of cooking.

“What I love is cooking, the act of using my hands, that feeling of belonging in the kitchen. This is why people come (to L’Arpege).”

-Alain Passard

How many of us who have made an active decision to spend our days in the kitchen can reflect on his words? The feeling, as he points to, of “belonging in the kitchen” is something that many cooks have made reference to: “This is a place where, no matter what, I feel like I belong.” We take pride in knowing that this is it – our calling, and in a humble way we feel very good about this discovery.

When Passard and his team at L’Arpege are in the zone, author Christophe Blain who wrote a tongue and cheek book about Passard (In the Kitchen with Alain Passard), refers to the environment as “The Flow”. As he describes it, when the operation, built on Pride is in “The Flow”, nothing else can exist in the mind and hearts of the team. There is no room for anything else but total dedication to the process of cooking.

In Yountville, California – a quaint little village on the edge of Napa Valley sits a restaurant that many consider the finest in America and one of the best in the world. The restaurants chef is noted with acclaim from all corners of the culinary world for his attention to detail, focus on excellence, and daring approach towards cooking. The restaurant is the French Laundry, and the chef – Thomas Keller. On the wall in his immaculate kitchen that some have referred to as a “Culinary temple” rests a single word: “finesse”. Finesse to Keller, his staff, vendors, peers, and guests have the same meaning as Chef Keating’s “Culinary Pride”. It is the humble mantra that says we have a mission, we owe respect to each other, the kitchen where we work, the ingredients we work with, and the history of the profession to do things right and to strive for perfection. This is not ego, it is the over-riding directive that demonstrates to everyone else – we are serious about what we do.

There are many, many others who continue, in their own way to show this pride. The mission can be, applied to any type of restaurant. This cook’s pride is not exclusive to those extraordinary fine-dining restaurants that only a select few can afford to patronize. “The Flow” exists in most successful restaurants especially at the time of service. There is a need for total focus and commitment to cooking well, being consistent, respecting a cook’s role in the process of making great food, and knowing that their reward is a satisfied guest. We may use different terms, but the feeling and the commitment is the same.

[]         POLISH

“To improve something, to make it better than it was before.”

-Webster’s

[]         MASTERY

“Knowledge and skill that allows you to do, use, or understand something very well.”

-Webster’s

[]         CRAFTSMANSHIP

“The skill involved in making something beautiful or practical using your hands.”

-Macmillan Dictionary

[]        PANACHE

“A stylish, original, and very confident way of doing things.”

-Webster’s

[]         POISE

“Behavior or a way of moving that shows calm and confidence.”

-Free Dictionary

[]         EXCELLENCE

“The quality of being outstanding or extremely good.”

-Free Dictionary

The beauty of becoming a cook is that we can most often choose how we approach the position. There are some, like Keller, Passard, or Keating who can’t choose because they are wired to take pride and their body and mind cannot accept the alternative, but most of us can make an active choice to be excellent, take pride, and show grace, or not. When a cook makes the choice to be all that he or she can be, and be the cook that the best would consider “the only way”, then the job changes. We are now part of something important, something pure and fulfilling. To be this type of cook is to be something truly special.

The choice is yours.

NOTE:

Some others whom I have known and in some cases worked with: Anton Flory, Noble Masi, Daniel Boulud, Gavin Kaysen, Dale Miller, Tim Hardiman, Eamon Lee, Tim McQuinn, Curtiss Hemm, Jennifer Bennett, Kevin O’Donnell, Fritz Sonnenschmidt, Anne Rosenzweig, Eric Ripert, Michael Beriau, Walter Zuromski, Dan Hugelier, David Meyers, George Higgins, Charles Carroll, Lars Johanson, Roland Czekelius, Neil Connolly, Heather Miller, Steve Jilleba, Ed Leonard, Phil Learned, Marc Meneau, and countless other committed cooks and chefs.

EPIC Restaurant – Chef Jamie Keating

http://epiccuisine.com/

L’Arpege – Chef Alain Passard

http://www.alain-passard.com/en/

In The Kitchen with Alain Passard

By: Christophe Blain

www.amazon.com/Kitchen-Alain-Passard-Inside-Master/dp/1452113467/ref=sr_1_2?ie=UTF8&qid=1472987804&sr=8-2&keywords=Alain+Passard

The French Laundry – Chef Thomas Keller

http://www.thomaskeller.com/tfl

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

**Have you ordered your copy of “The Event That Changed Everything“?  Tales of the kitchen, restaurant ownership, the integrity of the food supply, the environment, and restaurant relationships.

Click on the link to order your copy from amazon:

http://www.amazon.com/Event-That-Changed-Everything-Relationships/dp/1491755105/ref=sr_1_1?ie=UTF8&qid=1472992775&sr=8-1&keywords=The+Event+That+Changed+Everything

 

 

 

THE WELL-SEASONED COOK

28 Sunday Aug 2016

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Bistro Margot

In cooking – when you get it right – the right ingredients, the well executed cooking method, the caring attitude of the cook, and the seasoning based on a cook’s palate that has been refined over time – the end result is a memorable dish; a dish that gives people pause when they taste that first bite; a dish that for those who enjoy it are torn between telling the world about it or keeping it a secret and protecting the find for themselves. This equilibrium in cooking doesn’t come automatically – I have never believed that an individual is born as a perfect cook. Just like other challenging professionals or artistic avenues, this ability comes over a period of time, lots of trial and error, intense study of the art, and a never-ending acceptance that a dish can always be improved.

Cooking, unlike baking, is not as precise as some would like to make it. The world is full of recipes that when followed step by step, never seem to produce the product that the user had hoped. “But, I followed it step-by-step, why isn’t it working?” This is where we literally separate the men from the boys, or the novice from the professional cook. Any reasonably intelligent person can follow a recipe that is well defined, but only a cook knows just how many variables come into play; know how to adjust and compensate; and fully understand how the end product should look and taste and can set a course to get there – every time. No textbook or cookbook, no culinary school training, and no purchase of a special tool can create a well-seasoned cook – only the right set of repetitive experiences can do the job.

“Most cooks try to learn by making dishes. Doesn’t mean you can cook. It means you can make that dish. When you can cook is when you can go to a farmers market, buy a bunch of stuff, then go home and make something without looking at a recipe. Now you’re cooking.”

-Tom Colicchio

To this end, the dishes created by a chef have as much to do with the experiential seasoning of the individual as the choice of spices and herbs used in cooking. The following is a taste of “food for thought”, a recipe for the development of a well-seasoned cook, a cook who can mesmerize restaurant guests with memorable meals, inspire other cooks with his or her knowledge and ability, and make a successful restaurant all that it can be.

“Cookery is not chemistry. It is an art. It requires instinct and taste rather than exact measurements.”

-Marcel Boulestin

[]         EXPERIENCE WITH THE SOURCE

It is hard to imagine how a serious cook could master flavor profiles and learn how to adapt to variables in raw materials without having a reasonable understanding of how products are grown and what impact soil, temperature, rainfall, and sun has on the characteristics of the produce and proteins used in a kitchen. In an ideal world – every seasoned cook would spend some time on the farm working along side those farmers who live the products that they produce.

“Our deep respect for the land and its harvest is the legacy of generations of farmers who put food on our tables, preserved our landscape, and inspired us with a powerful work ethic.”

-James H. Douglas, Jr.

[]         KNOW THE INGREDIENTS

When you actually pull the carrots from the ground, pick a vine ripened tomato on a hot July morning, shuck an ear of corn when it’s kernels are bursting with juice and flavor, or spend time with an animal that has been raised for the purpose of providing nourishment – you more fully understand what those ingredients bring to a dish, how important they are, and what their natural flavor profile is destined to be.

[]         UNDERSTAND THE VARIABLES

A seasoned cook understands that maturity, terroir, product transportation, holding temperatures, the type of cooking vessel used in the kitchen, and the care with which a cook follows established cooking methods will impact on the results of a recipe. Understanding this allows a cook to make adjustments in order to reach expected results.

[]         EXPERIENCE BENCHMARKS OF FLAVOR

A seasoned cook cannot prepare a dish properly without having experienced how it should taste, smell, feel, and look. The greater the exposure of a cook to excellent benchmarks, the more refined his or her palate and ability to cook.

[]         DRAW FROM THE MASTERS

The best cooks are those who invest the time and effort in working with and learning from those who are considered accomplished in their field, and/or a master of specific types of cooking, cuisines, or even specific dishes. The cook who wants to become proficient with making fresh pasta needs to work with someone who has made pasta his or life ambition. The cook who wants to become known for “Low and slow” bar-b-que should find a person who has made bar-b-que his or her passion in life. Lean on those who can teach and nurture your skills in ways that only this type of experience can.

[]         REPETITION, REPETITION

A well-seasoned cook knows that repetition is the sure fire way to build a skill set that is second nature and finely tuned. When we marvel at an individual’s skills it is important to know that this comes from a full understanding of its preparation through repetition.

[]         A RELENTLESS PURSUIT OF PERFECTION

Well-seasoned cooks are rarely satisfied with what they prepare. Seasoned cooks know that any dish can always be improved. It is this on-going desire for self-improvement that keeps a cook on his or her toes and focused on creating extraordinary food.

[]         AN OPEN MIND AND OPEN PALATE

A well-seasoned cook is constantly looking to others for inspiration. He or she refrains from thinking that there is only one way to produce a dish or one flavor profile that is acceptable.

[]         KNOW THE VALUE AND THE SHORTCOMINGS OF RECIPES

As stated above – it is the variables that can make a recipe flawed. At their best – recipes are an important guide, a reference, and a vehicle for finding a point of consistency, but they cannot factor in the numerous variables that can lead to dramatic swings in quality and flavor. It is the experience of the cook that allows him or her to divert from the recipe, tap into the vault of subconscious flavor memories, and adjust that same recipe to reach the desired outcome.

“A recipe has no soul. You, as the cook, must bring soul to the recipe.”

-Thomas Keller

[]         RESPECT THE CULTURE BEFORE THE FLAVOR

There is a lot to be said for the impact of heritage on the quality of an ethnic dish. The experiences of culture: history, language, place, family, and tradition are hidden factors that can make the difference in cooking. Without understanding, appreciating, and living these cultural influences, it would be difficult to create any level of authenticity to a dish.

“I think it was that we were really seasoned musicians. We had serious roots that spanned different cultures, obviously the blues. “

-Jimmy Page

[]         SHARE IT WITH OTHERS

The seasoned cook appreciates all who helped him or her build the palate necessary to be competent and even exceptional. To this end, the well-seasoned cook is always committed to paying back this favor by sharing with others who have a desire to learn – what took a career to develop.

PLAN BETTER –TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training