Tag Archives: excellence

DON’T SETTLE FOR MEDIOCRITY

28 Sunday Feb 2021

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It would be difficult to find a more sinister, demoralizing, harmful, or self-destructive word than mediocre.  Mediocre sucks the lifeblood out of an individual or an organization – it is the dark side of the moon, the harbinger of discomfort and pain, and the salt in the wound that saps your energy and leaves you hardened and embarrassed.  Am I over-dramatizing it – maybe, but then again –  maybe not.

When we settle for mediocre we relegate ourselves to a life of not good enough, also ran, and didn’t care enough to make it.  Is this where you want to be?  Look around you – identify the companies, businesses, or individuals whom you admire – you know, the ones that seem to win a lot and fit into that category of “successful”.  Even more important – these are the companies, businesses, or individuals that seem to enjoy what they are all about.  These “successful” players are there due to one very important reason: they never accept mediocrity.  In fact, just the opposite – they constantly seek excellence and always know that as good as they may be – they can always be better.  Mediocrity has no place in their vocabulary.

These are the Ritz Carlton’s of the hotel business, the Tesla’s of electric autos, the Wegman’s of the grocery business, the Apple’s of computer hardware and electronics, the Harvard’s of business schools, and the French Laundry’s of the restaurant industry.  We know them by name, we oftentimes buy their products and services, we read about their success, and we aspire to be like them in some small way.  Look deeply into these businesses and the people who own and operate them and you will see an unrelenting effort towards achieving excellence in design, product quality, efficiency, value, and service.  The culture of these businesses insists on the relentless pursuit of greatness.  The Japanese would refer to them as companies focused on “Kaisen” (a pursuit of constant improvement). 

Now here is the kicker – excellence has very little to do with the price you charge or the type of product or service you provide.  The big misconception is: “You get what you pay for”.  This is an excuse that allows a person or a company to accept being mediocre.  “It’s only a hot dog” – so excellence is not an option: WRONG.  “It’s only a plate of spaghetti” – so excellence is a pipe dream – WRONG.  “It’s only beer” – so why even focus on excellence – people will drink what you pour – WRONG.    “This isn’t the French Laundry” so why even invest the time in plate presentation and cooking it properly – WRONG. 

Take a simple hamburger – the second most popular item on American menus (a close second to pizza).  Ground beef, lettuce, tomato, onion, and a bun – simple right?  Walk through the steps toward excellence:

  • What blend of meat and what fat content make the most flavorful and moist burger?
  • What method of cooking will yield the best opportunity for caramelization and deliciousness?
  • What piece of equipment will be most successful in reaching your goals of deliciousness?
  • Which type of lettuce will provide the freshness, the crunch, the mouth-feel, and the flavor balance with that perfect burger?
  • Which type of tomato will present the most pronounced flavor of fine ripened, deeply refreshing acid/sweet balance on the sandwich and how can we ensure this consistently throughout the year?
  • Which bun sits best in the hand, has the balance of crust and soft interior, toasts well and holds its shape while absorbing the juice from that perfectly cooked burger?
  • What type of onion provides the aroma, sweet bite, and intensity that cuts through the fat of the burger to offer the perfect package of flavor and texture?
  • Should the fries offered on the side be hand cut or frozen?  If hand cut – which potatoes offer the right balance of starch and sugar to brown properly and hold their shape?  What type of fat and what is the best temperature for producing the perfect fry?
  • Should pickles be sliced in coins, sliced lengthwise, cut in wedges, or left whole.  Should we pickle our own or buy them? Should they be sour dills, half dills, bread and butter pickles, or intensely spicy?  What works best in creating excellence?

If you walk through these questions and answer each with excellence in mind it is easy to see how the simple acceptance of mediocrity will never set the stage for success, but an all out assault on mediocre decisions with an over-riding intent to make “the absolute best burger in the history of mankind” can lead a restaurant of any type to be superior and to create loads of  “WOW” experiences for guests.

Create a similar checklist for every product on your menu, regardless of the type of operation or the prices on you charge and you will find a path from mediocrity to excellence. 

Now, here is the bonus: when mediocrity is replaced with excellence then every person who works in an operation feels the power of earned pride.  Excellence will eventually become the norm with everything that they do – on the job and off.  At some point their work stations will be better organized, their uniforms will look a bit more pristine, their knives will be sharper, their attitude toward others will be brighter, and their acceptance of mistakes or slips towards mediocrity (from themselves or others) will not be tolerated.  As the movement towards excellence becomes the standard – everyone and everything will begin to rise up.  At some point excellence will no longer be a destination – it will become a habit and an essential part of a business culture.

When excellence is the standard method of operation for the business then purveyors will work extra hard to make sure you receive the best ingredients, the best potential employees will be knocking on your door for an opportunity to join the team, the regional press will notice and be more inclined to tell your story, and occasional customers will become steady customers and eventually ambassadors to spread the word about a GREAT restaurant (or school, car dealership, shoe store, or insurance agency).

Now this doesn’t happen overnight – it is a process that takes time, but it starts with the small stuff.  It is your job to SWEAT THE SMALL STUFF.  It is your job to make sure the equipment in the kitchen is in good working order, the store rooms are organized, uniform appearance is monitored, the dining room tables are steady, employees are constantly being trained, the dish pit procedures produce spotless china, glassware, and flatware; the windows are clean, the parking lot swept, the signage is maintained, and the bottles on the back bar are dusted with labels facing forward.  All of the details from the mix of beef in your hamburger to the polish on the flatware will lead the operation away from mediocrity and pointed in the direction of excellence.  This can work for the hot dog stand that attracts customers from 20 miles away to the fine dining restaurant picking organic fresh vegetables from their roof top garden.  The formula is the same – it’s all about your interest and commitment to make it happen.

PLAN BETTER – TRAIN HARDER

Eliminate mediocre from your vocabulary

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com  BLOG

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OUR DAILY BREATH: CHANGE FOR THE RIGHT REASONS

20 Wednesday May 2020

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hen

There is so much angst and uncertainty among the restaurant community right now. Should we reopen when the green light is given? What precautions need to be in place to protect our staff and customers? How will we survive if we are required to live with 25% or 50% of normal capacity? Will customers return, or will they shy away from any contact with groups of people? The common realization is that things will be different and we need to change.

Change is too often implemented based on need or fear of not moving in a different direction. Sometimes change happens just to push the envelope and stand out as being different. In reality – change out of necessity is rarely accompanied by the passion to do so, and being different does not mean that you are good at what you do – sometimes you are just different. Neither one of these reasons seems to make business sense, yet they do fit in with the theory that failure to change is a sure sign of failure.

Right now, the restaurant industry and those who work within it feel the pressure for change. We don’t have a choice – right? Profits are slim, employees may be reluctant to return, the fear of the virus is looming, the food distribution system is heavily bruised, and customers are cautious. We need to change.

According to Bill Buford in his newly released book “Dirt”: The late Chef Michel Richard of Citronelle Restaurant often quoted the French Pastry Chef Gaston Lenotre, who stated: “You can change anything as long as the result is better than the original.” This is a powerful and very important statement that should become a rallying cry in 2020. Change must occur because the crisis before us demands it, but change need not be only reactionary. The question that precedes moving in a new direction must be: “How can we change and make the situation, the experience, and/or the product better than what it was?”

I don’t have the answers because they will always be unique to each property or situation, but you can find the answers. As you contemplate re-opening your restaurant operation in the near future – pull your important stakeholders together (chef, owner, manager, sous chef, cooks, service staff, and loyal customers) and put these questions on the table:

  1. We will need to rearrange our dining room space to adhere to physical distancing – how do we build a dining experience around this to give comfort, warmth, trust, great technical service, and enjoyment? Is there a way to make the overall dining experience BETTER than it was?
  2. If we are required to reduce our capacity to 25 or 50% of what it was, how can we be financially successful and how can our service staff make a respectable living? How can we make the financial results for our restaurant and service staff BETTER than it was before?
  3. If we need to reduce the size and breadth of our menu, how can we keep the product choices exciting and enticing? How can we make our menus smaller, yet BETTER than they were before?
  4. If we need to downsize the number of cooks in our kitchen because of a reduction in restaurant capacity and menu breadth, how can we make the job of cooking attractive and lucrative? How can we make the employee experience BETTER than it was before?
  5. Without a vaccine for the virus and with constant words of caution about engaging in social environments, how can we create a compelling reason for customers to return? How can we make the feeling of trust in customer safety BETTER than it was before?
  6. If we decide to ramp up our business presence as a “to go” or delivery operation, how can we increase volume to make it financially lucrative? How can we make the “to go” experience BETTER than it has been and comparable to our dine-in experience before the pandemic?

The same applies to all facets of the food business – from culinary education to farming, from distribution to catering, and from contract food operations in business complexes to theme parks with thousands of potential visitors every day. Change is required, but change to make things BETTER is the only formula for success.

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Striving for excellence and making decisions based on being the best that you can be will always set your operation apart from the competition. This is an exciting prospect that can convert much of the pressure of change out of necessity to change as an invigorating opportunity to improve in all areas.

One of the ironies of change is that it is never confined to you and your operation. Any change that you make – positive or negative – has implications for all other connected businesses. Your need to create a BETTER, more limited menu for your restaurant will put your vendors in a position to consider positive change. Any decision to change restaurant capacity and make the experience different and BETTER will have an impact on landlords, neighborhood dynamics, advertisers, and those in the business to help create safer environments. And any change in the number of employees in your kitchen and the skill set that they must possess to fit in with your improved work environment will impact the economics of a community and the quality of life for those who choose to work in kitchens.

All this being considered – make sure that your change decisions are well founded in critical thought – thought based on improvement rather than just reaction. Change for the right reason is a roadmap to recovery.

PLAN BETTER – TRAIN HARDER

We are in this together

Change to make things better

Harvest America Ventures, LLC

www.harvestamericacues.com

COMING SOON: Watch for our new collaborative podcast with The Center for Advancement of Foodservice Education (CAFÉ).

DIRT – A novel by: Bill Buford

https://www.amazon.com/Dirt-Adventures-Training-Looking-Cooking-ebook/dp/B081M7TWY5/ref=sr_1_1?crid=T47CPUS0K6LH&dchild=1&keywords=dirt&qid=1589982314&s=books&sprefix=Dirt%2Caps%2C171&sr=1-1

 

ANYTHING WORTH DOING IS WORTH DOING WELL

01 Saturday Dec 2018

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tony and I

What does it take to get ahead? Maybe the more appropriate question is what does it take to feel good about what you do? Self-Esteem is important, maybe one of the most important motivational tools available – tools that are always within your grasp, are personal, and truly beyond anyone else’s interference. The answer to Self-Esteem is doing what you do – well, never being truly satisfied with the results, and constantly dedicating the time and effort to improve. I guarantee if this is your approach – then it will be noticed, and in time – rewarded. In the meantime – when you look in a mirror you will do so with the knowledge that you are heading in the right direction.

We hear friends and associates cry foul when it comes to how they are, or are not rewarded for the work they do, but how often can these same individuals say: “I am approaching each task with passion and the commitment to doing the task as well as I am able to in the moment. I know where I need to improve and have set a course of action to improve on that skill.” So what does this really mean?

“If a man is called to be a street sweeper, he should sweep streets even as a Michelangelo painted, or Beethoven composed music or Shakespeare wrote poetry. He should sweep streets so well that all the hosts of heaven and earth will pause to say, ‘Here lived a great street sweeper who did his job well.”

– Martin Luther King, Jr.

How appropriate is this quote and does it apply to how a cook may perform his or her job in the kitchen? The answer is simple – a cook will never be allowed to progress in a professional kitchen unless he or she is willing to approach each and every task with the context of this quote in mind and heart. Here is some food for thought:

[]         EVERY SINGLE TASK IS IMPORTANT

A common mistake that cooks make is viewing one task as more important than another. When you begin to realize that everything is important then excellence is within your grasp. Is it important that those knife cuts be perfect? Is it critical that items placed on a sheet pan be spaced equally? Is a simmer really important when a boil is so much faster? Is it important to fold side towels a certain way or make sure that panhandles are facing in the same direction? Is it real important that my uniform is spotless and pressed? The answer to all of these questions (if your goal is to set the stage for personal success and positive self-esteem) is YES! This is what great cooks do.

[]         THERE IS ALWAYS ROOM TO BE EXCELLENT

Look at your work, any part of your work – from the way you dress and groom yourself, to the sharpness of your knives, the organization of your work station, your attention to sanitation, the care with which you print out your prep sheet, and the way that you time your work – is the quality of your effort noteworthy? Do others recognize you for your attention to detail? Treat every task as if it is the most important work that you will do today.

[]         EXCELLENCE IS A HABIT, SO IS MEDIOCRITY

When we view excellence as a goal we tend to miss the point. Excellence is how you live your life – it cannot be turned on and off, and should not be viewed as a destination with an end in mind. You don’t reach excellence – you live excellence. Mediocrity, ironically, is a close cousin to excellence. It is a fork in the road that requires the traveler to stay the course of excellence, or turn towards mediocrity. Excellence is not a “sometimes” effort; it is a habitual “all-time” effort.

“If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude.”

– Colin Powell

[]         BE THE EXAMPLE FOR OTHERS

If the rule that you follow is to approach each task differently, to categorize certain tasks as more important than others in terms of effort, then how can you expect to be viewed as truly committed to your craft? The best scenario should be a work environment where others use you as the example for how things should be done.

[]         ASK THE QUESTION: “IS THIS THE BEST I CAN DO?”

Excellence, as a process, infers that your work, in any given moment is the best you may be able to do, but will improve incrementally as you repeat the process. The adage: “Practice makes perfect”, is based in truth. Tiger Woods and Phil Mickelson are both excellent golfers who are never satisfied – they strive to be better than the best and as a result become their own worst critics. Watch their self-assessment after a successful match and you will note that they rarely focus on what they did well, but instead talk about where they made mistakes and what they need to do to improve.

“I have always looked at it this way: If you strive like crazy for perfection – an all-out assault on total perfection – at the very least you will hit a high level of excellence, and then you might be able to sleep at night. To accomplish something truly significant, excellence has to become a life plan.”

-Charlie Trotter

[]         FIND YOUR ROLE MODEL AND USE HIM OR HER AS A REFERENCE

Everyone benefits from a positive role model. Find people who have become advocates for doing everything well and constantly seek ways to improve – seek their counsel, discover their methods, and as you approach a task, ask yourself; “How would my mentor approach this work?” Focus on accomplishing each task with this commitment to excellence.

“Nothing builds self-esteem and self-confidence like accomplishment.”

-Thomas Carlyle

[]         BE PROUD OF WHAT YOU DO – NOT SATISFIED

Having pride in your work and knowing that it can still be done better is the sign of a person who has made excellence a habit. Look at your work and note that the effort is there, but that there is always room for improvement. The Japanese call it “Kaisen” – the process of constant improvement.

[]         WOULD YOU BE WILLING TO SIGN YOUR WORK

Can you imagine that there would be a difference in effort if every task completed by a cook carried his or her signature? Can you envision what it would be like if every guest, co-worker, and business leader was able to make the connection between the task and the person who completed it? Treat everything you do as if it were a representation of your personal brand and a statement of your commitment to quality work.

Anything Worth Doing is Worth Doing Well can and should apply to everything that you do: how you present yourself, the quality of work that you do, how you treat others, your professionalism, the passion that you show for your craft, and your desire to learn. If you want to “get ahead”, improve your status in the kitchen, earn more money, or simply feel great about what you do for a living, then welcome the habit of excellence into your life.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant and Culinary School Consulting

*PICTURE: With my mentor: Laster Chef Anton Flory – The Adirondack Food and Wine Festival 2005

HANGING ON TO QUALITY

01 Sunday Jul 2018

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When did the desire for quality fade away; when did it become an option instead of the standard? We are all born with a desire to please those around us from the time we are able to crawl, walk, talk, build, create, learn, and grow. Every achievement is aimed at being great and pleasing to those who have an interest in us. So… at what point does this desire, the commitment to quality, become an option? What changed in our lives leading to choices: do the work-don’t do the work; push ourselves to get better or choose to be complacent; take pride in even the smallest task vs. deciding what is worthy of our effort?

This is not just evident in the kitchen, but rather in any environment: work, school, community, and even the home. Far too many people slip into a world of “good enough”. Why is this so and what is the cause?

Don’t get me wrong – there are still plenty of people who are always reaching for excellence, always focused on quality effort and always committed to self-improvement; but it is far from universal. Is “don’t sweat the small stuff” the rule of thumb and if so – couldn’t one claim that it’s all small stuff?

There are plenty of opportunities to point fingers at parents, our educational model that ranks student performance, our desire to maintain this ranking that tends to categorize individuals as winners or losers, customer apathy and acceptance of mediocrity, the assumption that it costs too much to produce quality and strive for excellence, and a customer’s perspective that “you get what you pay for”, and so on, and so on. Eventually the finger needs to point back to the individual. You can’t relegate your acceptance of mediocrity to someone else – that excuse just doesn’t fly.

“Just make up your mind at the very outset that your work is going to stand for quality – that you are going to stamp superior quality upon everything that goes out of your hands, that whatever you do shall bear the hallmark of excellence.”

-Orison Swett Marden

Everyone can and needs to be taught or trained how to execute excellence and quality – this is certainly true in the kitchen where definitive skills may take years to master, but the attitude of quality and the desire for excellence is personal – this is something that each of us must bring to the table. When this attitude is in place, just as it was during those first few formative years of youth, then anyone can be a standard bearer of great work whether it is the consistency of knife cuts in the kitchen, mastery of building flavors, or the beauty of perfectly soldered copper plumbing – excellence, like cream will always floats to the top.

“Your work is YOU. Don’t let yourself down.”

-Unknown

It is this self-awareness, the knowledge that you never have to let go of that commitment to pleasing others and exceeding your own expectations that keeps our lives vibrant, exciting, and focused. No one else can do this for you, no one else can take the blame, no one else will ever have as much vested interested in the excellence of your work than yourself.

“Hold yourself responsible for higher standards than anybody else expects of you. Never excuse yourself.”

-Henry Ward Beecher

It is far too easy to look around and find examples of mediocrity: restaurant inconsistencies, spotted glassware and flatware in dining rooms, retail stores without a merchandising plan, unprofessional signage in businesses, unkempt building exteriors, poorly maintained landscape, lackluster service, mediocre success rates in school classrooms, misspelled words and little consideration for use of the English language – there are examples everywhere. We can choose to succumb to this lack of focus on quality or maintain the standards of excellence that were first evident when our crawling or first steps drew the applause and smiles of everyone important in our world. It shouldn’t be a choice, but it is where we are.

“The quality of a person’s life is in direct proportion to his or her commitment to excellence, regardless of the chosen field of endeavor.”

-Coach Vince Lombardi

In the kitchen, the cooks who stand out and make a difference are the ones who view every task as a direct reflection on their commitment to quality and support of their desire to please others. A cook’s commitment is evident in how he or she maintains their tools, cuts vegetables, adheres to time tested cooking methods, invests the time to develop a sophisticated palate, maintains a clean and organized work area, steps in to help others, and views every plate of food that leaves the kitchen as a canvas that carries his or her signature. This must be a never-ending, always present focus that can be depended on.

Those who claim that they are unable to perform at this level because the chef, owner, or manager doesn’t care about excellence should approach that situation as follows: first, ask yourself: “If I consistently work towards excellence will I have an impact on others to do the same?” If through trial and error the answer remains “no”, then it may be time to look for another team. Do not allow yourself to be drawn from an attitude of excellence to acceptance of mediocrity. Be true to your standards, be a beacon for others, do what you can to have a transformative impact on a situation; but if all else fails – move on to where you can make a difference.

“I have always looked at it this way: If you strive like crazy for perfection – an all-out assault on total perfection – at the very least you will hit a high level of excellence, and then you might be able to sleep at night. To accomplish something truly significant, excellence has to become a life plan.”

-Chef Charlie Trotter

Is excellence and quality a part of your life plan? It was when you were five years old – don’t lose that desire and don’t allow anyone else, or any environment to suck that desire out of you. Be a consistent benchmark for others – the rewards are endless.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

www.harvestamericaventures.com

BLOG: www.harvestamericacues.com

 

View additional articles on the official blog of the American Culinary Federation:

www.wearechefs.com

 

 

TO THOSE WHO COOK FOR A LIVING – WHEN IS IT EVER OK TO BE MEDIOCRE?

07 Wednesday Mar 2018

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Painted in Waterlogue

I just don’t get it. Those with whom I have worked and enjoyed countless kitchen adventures have lived by the mantra: “Anything worth doing is worth doing well”. This is a philosophy that has lived at the core of success for individuals in numerous careers forever. Whether you work in the kitchen, manufacturing, design, art, retail, education, politics, or even the medical profession – this is a core belief. Why then is there so much mediocrity in each of these professions? I don’t get it.

What is driving me to write of such a topic? It seems like every time that I travel I am stunned by the lack of attention to so many details – especially in the field that I have invested my entire career. Decades ago I wrote a scathing rebuttal to an article offered by Andy Rooney – a television commentator who stated that in Europe it was hard to find a bad restaurant while in America is was just as hard to find a good one. I felt insulted for everyone in our industry and told Mr. Rooney that he was wrong. Now, every time that I travel I find some truth to his observation. Although there are thousands of superb restaurants from coast to coast, talented and passionate chefs, dedicated restaurateurs, and professional service staff willing to go the extra mile – there are still far too many restaurants that show no enthusiasm for food, no obvious talent or skill, a lackluster approach towards cleanliness, uninspired menus, and almost no grasp on the concept of true hospitality. What is even more frustrating is that these same restaurants are often times filled with customers. I don’t get it.

I have always believed in my heart that people want to do great work. There is tremendous value to doing things well, looking in a mirror and saying that “I gave it my best effort.” To this end, we need to ask the question: “Why is mediocrity a common dilemma? We all see it every day and at some level we might even shrug our shoulders and simply say: “That’s just the way it is.” But, is there a reason why excellence does not prevail more often than not? There is plenty of evidence to point to the value derived from excellence – the business succeeds, individual employees feel good about their performance, customers are happy and willing to spread the word, and the brand is more inclined to enjoy a long shelf-life. So, what gives? Here is some food for thought:

[]         SETTING THE TONE

If mediocrity prevails in a restaurant the ultimate responsibility sits on the shoulders of the chef and the manager. Excellence starts at the top where the tone is set, the expectations are defined, and everything is measured on the basis of excellence – EVERYTHING! It is the responsibility of the chef and manager to define excellence, train for it, demonstrate it, and evaluate everyone’s performance based on it.

[]         BELIEIVE IN PEOPLE

Start with a belief that people want to be great, but may not think it is in them. This is always where I start. Sure, I understand that there are some people who seem to be lazy and uncaring by nature – maybe even hell bent on pushing for mediocrity. If this is the case and you have done all that you can to set that tone and train, then you should cut them loose. But, first it is important to look at yourself as a chef and make sure that you have done what you should as a leader. If you believe in people they will often times surprise you.

[]         TRAIN AND EMPOWER

Train Harder! Teach and train to the level of excellence that you desire and then give people a chance to make decisions and control their own fate. If you give them the responsibility for excellence then you must give them some authority to make it happen. Hold their feet to the fire but don’t tie their hands. Responsibility without authority is way too shallow.

[]         BUILD AN ENVIRONMENT OF EXCELLENCE

When excellence is a way of life then achieving it becomes almost automatic. Expect and train for excellence in every area with every task. How prep cooks cut vegetables, how the coolers and storerooms are organized, how uniforms are maintained, how people in your kitchen treat each other, how the dishes are cleaned and stacked, how stations are maintained and how plates are assembled before placing in the pass. Everything leads to an environment where everyone knows that excellence is the rule.

[]         CREATE RESTAURANT EYES

Teach the crew in your kitchen to look for any sign of mediocrity and them own the solution. Dirt in the corner, finger prints on the stainless steel, char-grill grates that are caked with carbon, stored food without labeling, fresh fish that is not properly iced, dull knives, spills on floors, water spots on glasses or chips on plates – train the crew’s eyes to see these failures and correct them. In a house where excellence prevails – everything is everyone’s responsibility.

[]         ALWAYS LOOK AT YOUR WORK THROUGH THE EYES OF THE CUSTOMER

Treat every day as if it is the first time experiencing the product and service of the restaurant. Train service staff to see the entrance, the carpet, the table top, the chairs, the windows and the lighting through the eyes of the guest. Teach your cook’s to view each plate of food as if they were the ones who ordered it and will eventually pay for that dish. There is no excuse for an improperly prepared or presented dish – many eyes and hands touch that plate before it is delivered. There is no excuse for a table that rocks back and forth, a dirty window, or a wine glass with water spots – many eyes and hands touch those components of the guest experience.

[]         RECOGNIZE EXCELLENCE

Show your team what excellence looks and feels like. Be the example as the chef and replicate that as a cook. Expect excellence and never accept anything but excellence. This applies to every type of restaurant and every level of food experience. It applies to that container of Pommes Frites just as much as it would a Wagyu filet. Apply this to every experience, every type of food, every time you put on the uniform – excellence is a habit.

[]         CONSTANT FEEDBACK

A great restaurant (diner or fine dining) is one where feedback is the breakfast of champions. Compliment excellence but at the same time expect it. Critique any sign of mediocrity by demonstrating why it is unacceptable and how to correct it. It is important that those vegetables be uniformly cut, that the grill marks on a steak are symmetrical, that carmelization at the sauté’ station is executed to perfection, that those dishes are squeaky clean, that the hamburger bun is fresh and properly toasted, and the salad greens are crisp and vibrant. It all matters.

[]         CELEBRATE GREATNESS

To be number one with any concept requires that you act like you are number one. Those restaurants that are truly great are filled with cooks, chefs, dishwashers, servers, and managers who believe that what they do is important and that excellence will always prevail. Celebrate this – make every day a nod of approval and an affirmation that mediocrity has no place in the operation. When this happens pride takes over and pride is the fuel that keeps excellence at the forefront.

[]         AS A GUEST – SUPPORT EXCELLENCE AND NEVER REWARD MEDIOCRITY

Mediocrity only continues if there are people who support it with their wallet. Please – don’t support the continuance of mediocrity with your patronage.

PLAN BETTER – TRAIN HARDER

Help to Stamp Out Mediocrity

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant Consulting and Training

COOKS & CHEFS – DO IT RIGHT OR GO HOME

22 Wednesday Feb 2017

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Let’s begin with the assumption that people inherently want to do great work. Now, I know we can all offer examples of those with whom we have worked who portray just the opposite, but let’s agree that they are in the minority. I say this because I do believe that pride in great work is a natural trait and those who seem to revel in mediocrity do so for one of the following reasons:

  • They never had a role model to set a course toward excellence
  • They were never given an opportunity to experience benchmarks of excellence that they could emulate
  • They were never offered constructive critique that pointed to weaknesses while demonstrating how to improve
  • They were coddled into believing that any effort was acceptable and showing up was good enough

This is not an excuse to divert responsibility from the individual; however, we are a product of our environment. Chefs can effectively implement a program of correction if the individual shows signs of willingness to improve. Chefs who push cooks to expand their knowledge; who create an environment that does not allow mediocrity to flourish; who take the time to teach and train rather than simply criticize; and who are always honest and upfront with cooks under their kitchen roof, are able to mold young cooks into advocates of excellence – focused on the details.

There was a book a few decades back that professed that individuals should not “sweat the small stuff”. It was, in my opinion, an attempt at draining a natural desire to excel from the hearts and souls of people. This book, in some regards (although I am sure that this was not the intent of the author) gave people an opportunity to find satisfaction in mediocrity. For cooks, chefs, and restaurants interested in success – mediocrity is never an option. This is why I can comfortably say that cooks and chefs need to do it right, all the time, every time, or go home and find another career (if possible) where mediocrity is acceptable.

SYNONYMS FOR MEDIOCRITY:

Adequate, Average, Fair, Iffy, Indifferent, Passable, Forgettable, etc. To me, and to most individuals, these words do not inspire and certainly have no connection to a quality dining experience.

SYNONYMS FOR EXCELLENCE:

Distinctive, Superior, Brilliant, Greatness, First Rate, Perfection, Memorable, etc. These words fit an experience or effort that does inspire and in the case of a restaurant – equate to loyalty and success.

Let’s look at what it takes to “do it right” in a restaurant kitchen and how important it truly is to “sweat the small stuff”.

[]         START WITH EXCELLENT RAW MATERIALS

Excellence in a kitchen begins with the development of a solid rapport and understanding of expectations between vendors, farmers, fishmongers, cheese makers, and chefs. Quality of finished dishes begins with exceptional ingredients and an understanding of the role that vendors and producers play in the process.

[]         RESPECT FOR THOSE INGREDIENTS

Every exceptional cook and chef must not only understand how important it is to buy the right ingredients, but must then understand and practice respect for those ingredients once they arrive. Proper storage, rotation of product, appreciation for respectful handling, and knowing how to complement the flavors and textures of ingredients through the cooking process are all critical steps leading to excellence.

[]         KNIFE CUTS

Most chefs would agree that an essential skill for all cooks who are focused on excellence is great knife handling. Knowing how to select the right tool for the right job, caring for those knives to ensure that they are able to perform at peak levels, and mastering all of the critical cuts is paramount. Furthermore, excellent cooks and chefs understand that the role of well executed knife cuts points to how they cook, how they taste, and the perceived value of a dish through its appearance. Precise work in this regard does matter.

[]         FOUNDATIONS OF SOLID COOKING

There are no shortcuts to excellent cooking. Although the approach towards cooking does evolve, there are certain steps that are time tested, that result in consistently excellence products, that if disregarded will produce sub-standard or mediocre results. Excellent cooks and chefs respect and practice these processes – always.

[]         BUILDING FLAVOR PROFILES

Cooks who sweat the small stuff are always looking for ways to develop and enhance the flavor of a dish. This requires a serious commitment to building a personal palate, understanding the ingredients and how they change based on season, soil, and care; and building an encyclopedic knowledge of seasoning with a goal of building towards the desired flavor.

[]         FOCUS ON CONSISTENCY

What is even more, or at least as important as flavor profile, is the ability of a cook or chef to consistently reach that goal. This requires that deep understanding of ingredients and how to adjust due to the hundreds of variables that exist. The guest expects this and a restaurants reputation will depend on achieving this goal.

[]         FINISH COOKING AND FLAVOR ADJUSTMENT

Although much of the cooking in a restaurant is addressed during advance prep, it is the ability of each and every line cook to understand that end flavor goal and adjust a ‘la minute to that goal. This is quite a task and a serious commitment given the stressful nature of working a busy line. Hire line cooks for their organization, ability to multi-task, speed, composure, and taste buds. Remember, in the end it is food flavor that brings guests back time and again.

[]         PRESENTATION

Of course people do eat with their eyes, so cooks and chefs who are serious about excellence take the necessary critical seconds to create beautiful food that gives a guest pause. Plating should never be haphazard no matter how busy a restaurant might be. The goal should always be to create plates that guests stop to admire before they pick up a knife and fork.

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[]         HOT FOOD HOT AND COLD FOOD COLD

The first rule of thumb in restaurants has always been this: make sure that if a dish is designed to be cold then it must be – including the plate or vessel used in the presentation. If a dish is meant to be consumed while hot, then the same applies. These are very simple rules that are adhered to by excellent cooks and excellent restaurants regardless of price point.

[]         SIGNING THE PLATE

Those cooks and chefs who never accept mediocrity are always happy to sign their work. This is not likely to be a literal process, but will involve that last look at a dish before it hits the pass, or the chef or expeditor’s moment to clean plate edges and strategically place a fresh herb on the plate. This is a signature that says: “I am proud of this plate – it is a symbol of my commitment to excellence.”

[]         COMMUNICATING THE EFFORT

The last step in that commitment to excellence, the desire to always sweat the small stuff – is in the hands of the service staff. Servers should be as proud of the food that they present, as are the cooks and chefs who signed it in the kitchen. Taking the time to properly place the dish, as is designed, in front of a guest; taking that brief moment to re-introduce each dish and the primary ingredients; and smiling with approval of the quality food coming from the kitchen is the final step in stating to each guest: “This is it; our product, the food that our kitchen staff has committed to, the food that began with a farmers commitment to caring for the ingredients, and the food that represents our very best effort. Enjoy.”

The choice is yours – mediocrity or excellence. Take pride in your work.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant and Culinary School Consulting and Training

A COOK’S CHOICE – EXCELLENCE OR MEDIOCRITY

02 Tuesday Feb 2016

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meEvery cook and chef has been there – it’s a Saturday night from hell. The reservations book is full with 75% of guests arriving between 7 and 8:30 p.m. – crunch time. Yes, you knew it was coming and every station was prepped to the max – mise en place was tight. Some early birds arrived at 5:30 and they trickled in for the next hour. Everyone knew what was coming and all the mental preparation that ensued was beginning to come a bit unraveled. Good line cooks are masterful technicians who are able to sort multiple tasks in their heads while executing the plating of the moment, but when the system is overloaded even the best can fall down. Then it all unfolds – the printer begins to run non-stop as order after order is spit out like the staccato white noise of the fireworks finale on the 4th of July. The chef barks out the orders in rapid succession: “ORDER: Two lamb racks mid-rare, filet rare, 2 veal chops rare – YES CHEF! Two shrimp, 1 salmon feature – no seasoning, 2 alfreado, 3 etouffee – YES CHEF! Three rib – rare, two rib mid-rare, 1 well done (crap) – YES CHEF!” The onslaught has begun and every station knows that things won’t let up for at least the next two hours. “FIRE: 2 strips – rare, 1 veal chop – mid rare, 3 short ribs, 2 chicken, 4 rib – medium, 2 etouffee, 3 duck – rare – YES CHEF!” More and more – the orders start to pile up, plating is starting to get behind, and that incredibly organized line cook is starting to crack. One steak is a bit over-done, the chicken is a bit dry, and the parsley supply is running low so a rapid coarse chop replaces that meticulously prepared fine chop in the original mise en place.   The clarified butter is a bit scorched in the pan, and the sauté station can’t remember if the shrimp was salted or not – no time to taste – plate it! The night is starting to spiral down.

When the clock turns to 9:30 everyone breathes a sigh of relief – we made it! Final tally was over 220 covers with around 150 hitting the kitchen at the 7:30 mark. The dish area is piled high, floors are a little more difficult to navigate behind the line, those details of measured flatware and stemware placement on dining room tables went out the window after the first turn, and station mise en place is anything but what one would consider – tight. But, we made it!

Similar intensity took place during the day when prep cooks were gearing up their work to accommodate the volume of finish cooking that they knew was looming that night. Even though each cook was accomplished at his or her craft, the sheer volume of prep caused them to look for any and all shortcuts that they could muster. “The short ribs – let’s skip the searing step and put them right in the oven to braise. This will save me a good 30 minutes.  The tomato concasse for the etouffee – well, I’m not going to take the time to peel the tomatoes first. A little late getting the ribs in the oven – I’ll just crank the temp up to 400 to make up for lost time. No time to scale out the weight on those filets, I can just eyeball portion sizes.” It does happen in kitchens – doesn’t it?

Each compromise is bringing the cook further away from excellence and closer to mediocrity. This decision, and it is a decision within the control of the cook, changes the intent of the restaurant to serve excellence, and tarnishes the personal brand of the cook and the entire team. “What choice do I have? When it’s busy, you have to compromise somewhere.” Does this sound familiar? I too have tried to justify this change in focus far too many times. It seems necessary in the moment, but it never feels good afterward. Will the guest notice these small variations from standards? Maybe not tonight, but if it happens today, will it happen tomorrow and the day after that. At some point the restaurant, the chef, the cook will have moved from a mental focus on excellence to acceptance of mediocrity.

“Mediocrity drives me crazy.”

Debi Mazar (actress)

Is mediocrity pervasive in American restaurants? Let me state the question in another way – how often can you reference a restaurant where excellence is the standard, no variation, no compromise – only excellence every single time with every single dish? Excellence is a choice just as is the case with mediocrity. Excellence is a discipline that cannot be turned on and off. In a kitchen one could say that excellence is the responsibility of the chef, but nothing could be further from the truth. Setting the expectation of excellence may rest on the chef’s shoulders, but execution must be a way of life for every line cook, prep cook, and dishwasher, purchasing agent, bartender, server, manager and owner. When there is a culture of excellence then those moments of potential chaos are addressed from the standpoint of never sacrificing the standard built on doing everything right.

Excellence in the kitchen need not be isolated to a few high-end, very expensive operations. The culture of excellence can exist in any restaurant from fine dining to family style, from your local diner to the hospital cafeteria. Excellence is not exclusive to those operations where customers are willing to pay for it. The attitude of “you get what you pay for” is way too old school. Excellence is, and should be, an expectation, a cost of doing business today.

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Can you remember that diner that proudly served the best piece of homemade pie to be found anywhere? How about the coffee shop that took incredible pride in buying the best beans, ensuring that the water temp for brewing was spot on, that no matter how many people were in line – the crema and steamed milk art work on espresso drinks was as perfect as if they were preparing it for only one special guest. The perfect, adequately juicy, hand formed, grilled hamburger made from a mix of brisket, short rib, and chuck – served on a fresh toasted bun with crisp, fresh lettuce and a local vine ripened tomato is an inspiration and should be the norm in each and every restaurant that carries the label of a burger joint. This is excellence cut from the same cloth as Thomas Keller or Alice Waters.

“Be a yardstick of quality. Some people aren’t used to an environment where excellence is expected.”

Steve Jobs

When excellence is the norm, when it is the standard that everyone expects, when individuals are unwilling to sacrifice that standard and know that every member of the team feels the same way – incredible things can happen. This is true in any walk of life, in any situation, but in this case so true in the food business. There is plenty of room for excellence and no more space for mediocrity.

Guests are beginning to drive change because a few, very astute, incredibly dedicated cooks, chefs, and restaurants have insisted on living by the standard of excellence – even striving for the elusive “perfection”. They have learned how important this is from other industries outside of restaurants. Operators are learning about excellence from companies like Amazon, FedEx, Apple, Google, Wegman’s, Virgin Air, and L.L. Bean. Excellence in an organization is a pervasive attitude that is transferrable to any other organization.

This attitude of excellence is evident in every detail. How the parsley is chopped, the focus on a proper sear on those short ribs before beginning a braise, removing all of the milk solids from clarified butter to reduce the risk of burning, learning to factor in carry over cooking on those grilled steaks, taking the time to taste everything that you cook to build to the right flavor profile, and taking that extra few seconds on a busy night to make sure the plate is assembled just as it was intended – these are the marks of excellence.

If you are going to achieve excellence in big things, you develop the habit in little matters. Excellence is not an exception, it is a prevailing attitude.

Colin Powell

Excellence is your choice, so is mediocrity. Taking pride in doing things right is maybe one of the most gratifying things in life.

PLAN BETTER – TRAIN HARDER
Harvest America Ventures, LLC

www.harvestamericaventures.com

***PHOTOS BY: Chef Curtiss Hemm of Pink Ribbon Cooking

http://www.pinkribboncooking.com