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Tag Archives: culinary leadership

EFFECTIVE LEADERSHIP WHEN IT SEEMS TO BE IN SHORT SUPPLY

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Posted by culinarycuesblog in Uncategorized

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chefs, cooks, culinary, culinary leadership, restaurant leadership, Restaurant Survival, restaurants

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I am a concerned spectator at a time when everything seems to be in question and every one of us lives on the edge. We fear, we adjust, we cope, and then there comes a time when our coping mechanism comes into real question. This is when leadership is most needed.

Leadership is always important, but seems to be in critical need when we are in time of crisis. This is when people turn to either those with the title or those with a history of leadership. Leadership, real leadership comes from four actions:

* What we hear

* What we learn

* What we say

* What we do

The issue of proximity comes into play, because it is difficult, if not impossible to lead in situations or lead people when a person has not walked in those shoes, does not know the people in need of leadership, or has not felt their desperation. It is not possible to truly lead those with whom you can’t relate. This is true of any situation, individual, or group. In situations where this proximity is not possible then a person with the title of leadership must engage people who can relate and then hear, learn, speak, and act in a manner that respects the knowledge of others.

This is true of leaders of companies, organizations, geographic areas, communities, or populations. It is true of mayors, governors, Congressional members, presidents, law enforcement, and judges, just as it is of those in the clergy, and the classroom. Proximity and history are important when it comes to leadership with positive results.

  • WHAT WE HEAR and LISTEN TO:

– Who are “leaders” listening to? Are they listening to people with the background to know, with insight that is based on experience, or with the talent to find solutions? If not, what are leaders basing their decisions on? Doesn’t it make sense to listen (not just hear) to those individuals in a position to understand what is before them?

  • WHAT WE LEARN:

– Effective leaders convert listening to learning and invest the time to build a level of understanding that factors in proximity and relies on experience and facts. When this is done then decision-making will more likely result in effective outcomes.

  • WHAT WE SAY:

– Effective leaders coach their words and base them on what they have learned – backed up with facts and input from those “experts” that they have effectively listened to. WORDS ARE POWERFUL – WORDS MATTER.

  • WHAT WE DO:

–           Finally, effective leaders take actions that are calculated, inclusive of expert understanding, and based on collaboration and strategic thought. There is never a guarantee for success, but this process is far more likely to reach that end result while earning respect and support.

At this critical time in our lifecycle (on the macro scale) we crave effective leadership in all areas. We look for leadership to guide us through this health crisis, we look for leadership to keep our priorities in line, crave leadership to help us build a strategy to work through a deep economic crisis and build confidence in that strategy, seek leadership to help our businesses survive and thrive again, pray for leadership to bring our country through a time of hate, anger, and despair; and seek leadership to bring our communities and nation back to a time of integrity and strength.

On the micro level, let’s look at the restaurant industry, an industry that is truly in a crisis situation. We are all aware, at some level that this is an immensely important industry, and at the same time – a very fragile industry. Unless a leader has “proximity” then he or she cannot truly understand the level of fragility and despair. We hear of major restaurant companies that struggle, but pay far less attention to the small business, the independent restaurant that represents the largest segment of the industry and the most fragile. If these operators are unable to recover from the worst health and economic challenge in our lifetimes, then the future of the restaurant industry is truly in jeopardy. Unless our leaders have proximity or build proximity into their decisions, then it is very likely that those mom and pop operators will fall. It is that simple. That local café or diner that has been part of your quality of life for years is in jeopardy. That local pizzeria that makes the best pie around is in jeopardy. That chef owned fine dining restaurant is in jeopardy. That world-famous bar-b-que joint that has been around for generations is in jeopardy. And that coffee shop where you greet your favorite barista on the way to work or use their tables as a temporary office to support you on-line business is in jeopardy.

Unlike that corporate restaurant firm with dozens or hundreds of outlets offering consistent product and service, your independent operation does not have the advantage of a marketing department, human resource officer, significant lines of credit with a bank, or leverage with vendors to gain better pricing through volume. Those chains are far more likely to gather their collective minds to find a way out of the storm and survive a period of business downturn. That independent operator measures their ability to survive in terms of a few weeks without sufficient business revenue.

Here is the reality: PPP loans that turn into grants don’t work for most independents when the conditions associated with that loan to grant remain inflexible. Allowing those operators to open with a restriction of 25% or 50% capacity does not help a business that depends on filling their seats and turning tables once or twice on a weekend night. It doesn’t help those restaurants if their bar operation is unable to accommodate revelers who seek to mingle with friends and buy a few rounds. It doesn’t help those independents when customers remain fearful of being in an environment where people cluster. It doesn’t help those independents when there are no clear answers to the questions above.

When the President’s Council for economic recovery only includes CEO’s from major restaurant chains and a few very high-end operations and shuns representation from mom and pop restaurants and shops – then any solution found will avoid listening to, learning from, speaking to, and acting upon a base of knowledge that really reflects the restaurant industry in America.

Where are the knowledgeable leaders who share proximity with the operators most clearly impacted by decisions that are supposedly designed to help restaurants recover? Where are the knowledge leaders who understand that this is an industry of diverse individuals who are on the lower end of the pay spectrum, and who try to get by without baseline benefits? Where are the knowledgeable leaders that understand the cliff that these restaurants live on without the benefits of help that exist within those restaurant chains and high-end operations that may be more flush with cash?

The best ideas for these independent operators cannot come from an assumption that throwing a bit of money their way and simply encouraging them to find their own solutions is enough. Leaders need to understand that the majority of these independent operators are good at two things: making consistently good food, and providing real service for guests that they work hard at knowing and caring for. They are not marketing experts, social media aficionados, financial planners, systems analysts, physical plant designers, or strategic planners. They are good at what they do and need real help with everything else. Remember – they are not responsible for this crisis – they are living with the necessary decisions that others made to protect public health.

How about boosting the breadth of assistance that the SBA offers to include building recovery strategies for small restaurants? How about financially supporting the SBA to recruit hundreds or thousands of regional restaurant/business consultants to roll up their sleeves and work on site with independents on recovery plans? Why not invest government spending in aligning small restaurants with culinary and business schools to provide additional training leading to recovery action? Why not subsidize local banks to cover some of their concerns about lending money to community restaurants in need? Most small restaurants know that a meeting with their bank to seek a larger line of credit or low interest loan to make physical changes to their operation in an effort to maximize sales while supporting social distancing will lead to a “sorry we can’t do that” response. This is where these independents need help. These are the type of solutions that can come from leadership that relies on proximity, listening, learning, speaking the truth, and acting accordingly.

Restaurants need real help and they need it now! If these restaurants fail so too will our economy. As the second largest employer of people in the U.S. – the restaurant industry (mostly independent operators) needs real help, not just a handout.   These are proud people who have given everything they have to the businesses that they operate. These restaurants are their dream, their life, their purpose and we should all be conscious of how much they mean to the communities where they hang a sign that reflects this.

Where is the leadership?

PLAN BETTER – TRAIN HARDER
Harvest America Ventures, LLC

www.harvestamericacues.com BLOG

*PHOTO:  The proud Mirror Lake Inn Culinary Team 2006

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OUR DAILY BREATH – OUR DAILY BREATHE: A CHEF’S RESOLVE

02 Saturday May 2020

Posted by culinarycuesblog in Uncategorized

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Tags

chef planning, chefs and cooks, Chefs dealing with crisis, culinary leadership, restaurants

thinker

Breathe in – breathe out. Fill your lungs and then slowly exhale. To breathe is to engage in a process unlike a breath – which is a short moment in time. We breathe to cleanse our soul and to refresh our heart, to take time to reflect and put aside our anxiety, to pause and think more clearly, to contemplate the bigger picture and to start anew as an individual or part of a group. Our daily breath is a moment in time – our daily breathe is a process of being alone/together and take a step in a different direction, to think differently and to become open to the possibility of change.

A breath is a short moment that is in control. A breath happens hopefully on its own – we take a breath to survive, we gulp in air and fill our lungs with oxygen, a gas that is transported through the respiratory and circulatory systems via the lungs and blood vessels – this gives color to our skin, allows our heart to beat in rhythm, gives us the ability to think, to move, to react, to see, to hear, and to sense what we touch. One breath is followed by another- until we are comfortable that it will occur automatically without pause. When we struggle for that breath we open the door for fear to override everything else. All that we can focus on is finding that next breath. When panic strikes around that next breath then nothing else matters.

When we breathe we become at ease for we are in control, to a degree, of all processes. A deep breathe process fills the lungs with hope and strength and a slow exhale allows the trials and tribulations of the moment to pass with it. This is a conscious cleansing process that puts the mind at ease, allows the heart to find a relaxed pace, and clears the system of fear and anxiety.

Our current situation is ripe with fear and anxiety. Fear of the unknown and anxiety that stems from a sense of helplessness. “What will happen next, how will I take that next breath, what can I do to prepare, and what will I do if the virus strikes?” In this situation even a healthy next breath can feel raw and uncertain. This is a time to train yourself to breathe and think more clearly.

Chefs depend on their ability to stay ahead of situations, to be in control, to think clearly and depend on past experience to find the answers. Cooks and other kitchen employees depend on the chef’s ability to plan effectively and problem-solve when need be. When there are too many unknowns for the chef to feel as if he or she is in control, then either chaos or hopelessness ensue. To a degree – this is where we are. There are far too many unknowns, far too much uncertainty, far too many things out of the chef’s control for there to be any semblance of calm and confidence. Chefs and those around them are worried about taking their next breath – they are living in the precise moment-to-moment world where certainty and resolve are replaced with fear and anxiety. So – what can a chef do?

Here are some thoughts:

[]         BREATHE MORE THAN YOU TAKE A BREATH

Remember when you focus on the “breathe” process you will be able to push aside much of the anxiety, think much more clearly, relax, analyze, and shift to an effective action mode rather than a reactive one.

[]         TAKE A STEP BACK AND LOOK AT THE BIGGER PICTURE

The first inclination is to immerse in the crisis of the minute and react to what is thrown at you (and there will be a limitless number of challenges that hit you in the face), but progress will only come from your ability to train others to be decision makers and for you to invest the time in planning for a brighter future – eliminating further problems from occurring rather than simply reacting to them when the take control of your time.

[]         RELY ON YOUR FOUNDATIONAL SKILL SET

Never lose sight of the fact that you have a significant skill set that can be relied on. Your skills are why you are in the position that you currently hold. You are an exceptional cook, a communicator, a planner, a problem solver, a team builder and a business savvy chef with an entrepreneurial spirit. Fall back on those skills and many of the in the moment crisis situations will find their match.

[]         REFLECT ON YOUR EXPERIENCES

Skills are essential, but it will always be your experiences in applying those skills that allow you to be viewed as a leader and a problem solver. Learn from your mistakes, and hold on to your successes – they will continue to serve you well through any crisis.

[]         SHARE WITH OTHERS

You are not alone. Every other restaurant owner, manager, and chef is facing the exact same challenges that you are. Don’t ever assume that you must bear all of the weight of a crisis, nor should you ever assume that you must have all of the answers. Talk with other chefs and operators, share your challenges and ideas, and don’t shy away from asking for help.

changin

[]         RELY ON YOUR TEAM

Every chef understands that the success of a restaurant is in the hands of the team that he or she is able to put together, train, and support. This team makes it possible for you to hold a position of merit so make sure that you include them in finding solutions to the challenges that this crisis brings.

[]         STRATEGIZE AND SCENARIO PLAN

You cannot afford to live in the moment. Remember – BREATHE rather than simply look for your next breath. Build a series of strategies for the transitions ahead. How will you deal with that initial soft opening with loads of restrictions, how will you transition from that phase to one with more significant customer numbers and greater demands on menu and service, and how should the restaurant be perceived once the world returns to some level of a new normal? None of this should be a surprise – plan for it. Work through a limitless series of “what if this happens” scenarios and design a solutions based approach that can be quickly implemented if necessary. Remember – don’t leave the door open for too many surprises.

[]         KNOW WHAT YOU DON’T KNOW AND SEEK HELP

Self-assess while you are taking the time to breathe, identify where your weaknesses are and find ways to either build a skill set to address the weakness or plan on hiring the right people to complement what you offer.

[]         DON’T HOLD THINGS TOO CLOSE TO YOUR VEST

Share your frustrations, concerns, fears, and lack of confidence with others who are good listeners and who have the potential to point you in the right direction. The worst thing to do is to hold these uncertainties inside and try to pretend that you are in control. There is no shame in asking for help, for seeking words of advice and encouragement, or simply talking things through.

[]         ACCEPT THAT MISTAKES WILL BE MADE

Chefs hate to admit that they are not able to approach a certain task, admit that they are wrong, or reveal their weaknesses in decision making that lead to mistakes. EVERYONE MAKES MISTAKES – own up to them, find out why things went wrong, seek help and/or corrective action, and move on. Don’t let it eat you up.

chef

[]         THINK, DECIDE, RECORD, SEEK FEEDBACK, ANALYZE, CORRECT

Know that moving forward this six-prong approach towards managing and leading your team is a surefire way of setting the stage for success. Print these six steps in large font and post them on your door as a reminder. This is what solid managers and great leaders do.

Breathe new life into this challenge and regain control over the situation currently faced – this is the only way that you will find peace.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

We are in this together

Restaurant Consulting

www.harvestamericacues.com BLOG

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