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TEAM COMPETITIVENESS IN THE KITCHEN

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Create a Team Built to Win

When Coach Vince Lombardi said: “Winning isn’t everything – it’s the only thing”, he was not inferring that winning at all costs justifies the means, not was he inferring that somehow “losing” was the end of all hope – he was simply stating that the attitude of excellence and the goals that define it should always be a driving force within a person’s attitude or a teams mantra.  How you play the game in the process of winning is critical, as is the sportsmanship that allows people to get past defeat with honor and grace while taking the time to positively recognize those who administered that defeat.  Standing tall and looking forward to the next chance to win, knowing what needs improvement, how to rise above mistakes, and supporting each other in the process is at the core of a winning team – even in defeat.

Well-run organizations – in this case a kitchen, are built to win.  They hire, train, critique, support, celebrate, and rally behind the members of the team that has been built and push each individual to contribute his or her best – always.  This is what great organizations and great teams do.

Kitchens, like athletic teams, share in a common structure.  This structure is based on the understanding that the team is only as strong as its weakest link and that greatness is achieved with each team member understands his or her strengths and weaknesses as well as those of the other members of the organization.  Great teams turn to those with certain strengths to rise up and show the way and build up those with identified weaknesses so that together they can float their boat even on the most challenging seas.

Each day in a kitchen there are ample opportunities for a “win”.  Getting that dish just right, controlling costs, managing inventory, meeting budgetary goals, topping yesterdays customer count, clearing the rail of tickets without any re-fires, a complement from customers, top ratings on Trip Advisor or Yelp, or a positive local restaurant review can all be viewed as a competitive opportunity.  Each of these goals requires that all players on your kitchen team be tuned into their role and self-motivate to hit the mark of expectation that the chef, manager, or owner has set.  Success will not occur if the weight of success falls solely on one individual or even a part of the kitchen team.  United in purpose is the call to arms.

The spirit of competition must be felt by every individual in an organization and by the team as a whole.  In this manner – competition helps to drive people to always improve.  The Japanese refer to this as Kaizen.

Michael Jordan is probably one of the most vivid examples of a person who would breathe that competitive spirit constantly.  He said:

“You have competition every day because you set such high standards for yourself that you have to go out every day and live up to that.”

Michael did not need to be pushed to strive for excellence – it was in his DNA.  As a result, he became the taskmaster for the team, the standard setter that drove the expectation of others.  His unwillingness to accept anything less than best effort became the core philosophy of those around him.  He was tough, but focused on something that would benefit everyone.  He could play a support role when the team was clicking on all cylinders or he could take individual control when the rest of the team had lost its steam.  It was his competitiveness with himself that kept the team boat afloat.

Charlie Trotter, in many chefs’ minds, defined what fine dining would become in America.  His renowned restaurant: “Trotter’s” was the benchmark for others to follow for nearly 25 years.  The food was groundbreaking, the service was impeccable, the restaurant was polished and smooth on the eye, and the creativity was beyond parallel.  It was his competitiveness and the expectation of the same from his staff that made the restaurant what it was.  He was a tough person to work for and his expectations were not for the faint of heart. 

His focus is clear in this quote:

“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.”

It is this internal competitiveness that pushed Trotter to not only create a truly great restaurant, but more importantly to help those who worked for and with him to carry this spirit of winning to their own careers, and in some cases – their own future restaurants.

Never known as a pleasant person to work for – Steve Jobs – founder of Apple, was a consummate perfectionist, the driving force behind and in front of a company that always maintained a mission of excellence and ease of use.  Creating the next great product was secondary to doing so as the company that created the benchmark of excellence with regard to that product.  His focus on every detail from the user interface to how beautiful the circuit boards in an electronic device were (something that the average user would never see), to the packaging and style of everything associated with the company became the core belief and guiding measurement for every employee in the company.  Some could not live up to the expectation and some would thrive in the environment where winning meant admiration, respect, coolness, and desire to own.  Although he is no longer with us – Apple continues to move forward with the underlying question: “What would Steve think?”

Steve once stated:

“For you to sleep well at night – the aesthetic, the quality, has to be carried all the way through.”

He was in competition with himself to always produce a product that was great – this same objective became the calling card of Apple – that internal competition that drives them to always determine how to make things better – how to win.

“When you’re a carpenter making a beautiful chest of drawers, you’re not going to use a piece of plywood on the back, even though it faces the wall and nobody will ever see it.  You’ll know it’s there, so you’re going to use a beautiful piece of wood on the back.”

-Steve Jobs

This is how a great business “wins”.  This is the result of a commitment to excellence and internal competition that moves people in that direction.

The same can be said for numerous other companies like Walt Disney, IDEO, Porsche, Bose, Oxo, Daniel Boulud’s Dinex Group, Thomas Keller’s restaurants, Danny Meyer’s Union Square Hospitality, and Ritz Carlton Hotels.  Each of these successful companies is founded on an attitude of excellence – a desire to win – not at all costs – but through a commitment to individual and group need to reach for excellence.

Your restaurant whether it is a neighborhood pizzeria, taco shop, American diner, Italian trattoria, French bistro, Farm to Table fine dining operation, or New York style deli – can and should build up from a desire to be excellent, a commitment to win, and a team effort to reach those goals.

As a friend of mine and successful entrepreneur once said: 

“No matter how many similar businesses there are in a community – there is always room to be the best.”

It’s hard to argue with that logic.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericacues.com  BLOG

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OUR DAILY BREATH: CHEFS & OPERATORS – KEEPING YOUR TEAM TOGETHER

22 Sunday Mar 2020

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This is another time when we can rely on what we know about human nature and what keeps people whole: physically, mentally, and emotionally. I once again turn to the wisdom of Abraham Maslow as a guide through this difficult time, a crisis unparalleled in modern times.

Those of us in the restaurant industry are in shock at the speed and severity of destruction to the core of our businesses. Everyone seems to be gasping for breath and starved for direction. While we may not know what is next, how long this will last, or what we will look like in six-months or a year, we can depend on human nature and how we all approach dramatic challenges.   History has shown that Maslow’s understanding of this human approach is always applicable. So whether you are an owner/operator, manager, chef, or hourly employee let’s look at this reality and how we might learn from it moving forward.

[]         SURVIVAL

The first reaction of all who face a crisis situation is to think and act internally. We have an inherent need to protect ourselves and those closest to us. We gather, quickly reflect, and act in the best interest of those parties – this is part of our DNA. Parents protect their children and siblings, children protect their family members, especially those who are most vulnerable, friends protect friends, and so on. Those who are outside of this “family” are far less important in those initial moments of a crisis. We will do whatever we can to protect our own health and wellbeing, and that of those who have earned the family label. As giving as people may be, until this group is safe, nothing else matters.

As owners/operators, managers, and chefs – if we have served the role of leader well then our employees will think of us as part of that family. If we have not, then the safety and staying power of the restaurant is of little importance to the employee aside from the loss of a paycheck. If we hope to keep a core team together through crisis and be able to lean on them through eventual recovery then we must view them as family and treat them in that manner.

Do what family members do: be concerned, communicate, offer to help where possible, be sincere, and reassure them that the restaurant will be there when this crisis passes. A weekly touch base with all employees goes a long way: a call, text, email, card in the mail, FaceTime, or even a Zoom video meeting with your team every so often will keep that family feel in place.

[]         SECURITY

This is where government comes into play. We trust that in lieu of an immediate vaccine and end to quarantine – the government will do all they can through loan deferrals, unemployment benefits, rent controls, and medical assistance to help everyone get through this. When crisis strikes – government organizations need to step up and citizens need to feel as though those in the administration have their backs. We watch everyday as this unfolds and hold our breath until we are comfortable that this will happen. Owners and the organizations that they belong to need to invest their energy in ensuring that our government steps up to the plate.

[]         BELONGINGNESS

Feeling part of something special, something that is larger than the individual, something that people can wrap their arms around and invest their time in is critical to peace of mind and a desire to stay engaged. When we treat our employees like family, then they feel as though they belong as a member of that business. When professional groups rally behind the needs of their members then employees feel as though they belong as a member of that organization, and when government steps up and does everything in its power to help citizens then there exists a deep-seated pride in being an American.

When belongingness exists then hope of recovery and future wellbeing feels certain. This is an essential step in moving forward and building trust.

[]         SELF-ESTEEM

When we isolate from others – self-doubt begins to creep in. “What am I doing with my life?” “Is what I am doing really important?”, “Why did this happen?”, are questions that will seep into a persons feeling of worth. It is critical that communication with employees focus on the importance of the work that cooks, chefs, servers, bartenders, etc. are involved with. What we do IS IMPORTANT! We are responsible for not only nourishing our guests, but also providing comfort, a way to gather and communicate, a place of celebration, and a time to forget our problems and laugh, and a reward when it might not otherwise exist. Your employees will see just how elated guests will be when they are able to return to their neighborhood restaurant and take control of their lives again.

Help your employees feel great about what they do and the role that they will play in the recovery from this crisis.

[]         ACTUALIZATION

This is the time to start conversations with your staff members that go beyond their jobs. What do they want to do with their lives, what are their dreams, what skills and talents do they have beyond food, what inspires them and makes them want to jump out of bed in the morning? Know what the answers are to these questions and make it part of your responsibility to help them reach those dreams. This is what leaders do, this is your assignment while we “shelter in place” and think about what might come tomorrow. This is how you keep a team together.

PLAN BETTER – TRAIN HARDER

TOMORROW WILL COME AND THE SUN WILL SHINE AGAIN

Harvest America Ventures, LLC

www.harvestamericacues.com BLOG

 

 

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.

IMG_1988

  • 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

CHEFS: BUILD A TEAM – KEEP A TEAM

08 Saturday Feb 2020

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There is no issue more pressing, and no task more important than building a kitchen team and establishing a culture of retention. Yes, I do mean a culture of retention. A chef may be talented, have a great resume, be noted for his or her pronounced taste in food, and even be established as a person who understands how to earn a profit, but if a chef is unable to pull together a great team of focused cooks, build an environment of professional camaraderie, and determine ways to keep that team intact – then all else is irrelevant. It is the team behind the chef that makes a successful restaurant; it is the team that executes the chef’s vision; and it is the team’s focus that allows the chef’s cost consciousness to result in a financially successful operation.

In all of my years in the food business, I have never seen a time like now when these issues of team building and retention were more challenged. Every restaurant, of every level is finding it increasingly difficult to build a team with lasting power. It is easy to blame money, non-traditional work hours, unrealistic training in culinary schools, and the younger generation as a whole – but even if we (the industry as a whole) were able to snap our fingers and fix these issues, it is likely that team building and retention would still be challenging. Some chefs have made the news, as of late, for their bold approach towards shorter workweeks and even month long vacations, but there is no evidence that this alone will reverse the troubling staffing trend that plagues restaurants around the world.

My observation is that the solution, if one is to be found, is far more complex than just paying attention to the effects – it must be a comprehensive approach towards dealing with the cause. I have no scientific data to support my observation and theory, but watching those specific operations that are able to defy the common problem of staffing, I have built a model that may just be one effective solution.

BUILD A TEAM – KEEP A TEAM

This is the chef’s most important job – hands down.

  1. STANDARDS OF EXCELLENCE

Every successful chef, and every successful restaurant must begin with well-defined standards that are never compromised. These standards must be second nature to everyone in the organization and must always be the performance measurement consistently executed in every aspect of the operation from how a cook’s knives are maintained, how vegetables are cut, how cooking methods are adhered to, how the cleanliness of the operation is maintained, and how all products are respected and handled. People respond well to excellence.

  1. BE CONSISTENT

Trust comes from consistent behavior whether it is how those standards of excellence are adhered to, how each employee interacts, or how the chef exhibits professional behavior. Without consistency – trust will erode.

  1. RESPECT

A culture of retention exists in a business where EVERYONE is treated with respect. This does not infer that expectations are ever put aside – it simply means that regardless of size, age, gender, race, ethnicity, or level of experience – every employee is viewed as a valuable person first. When this is not the case, then employees will always be looking for an opportunity to escape and find a position elsewhere.

“RESPECT is how to treat everyone, not just those you want to impress.”

-Richard Branson

  1. CRITIQUE, DON’T CRITICIZE

Kitchens have a long reputation for harboring a culture where criticism is the common approach. Pointing out what an employee does incorrectly can be positive if it is reinforced with training to correct the problem. Additionally, the chef must always be careful to critique in private so that the employee is positioned to listen and learn and not feel embarrassed in front of his or her peers.

angry chef

  1. INVEST IN THEIR PERSONAL GROWTH

A culture of retention is greatly enhanced when the chef is always interested in helping an employee improve his or her skill set and base of knowledge.

“TRAIN people well enough so they can leave, treat them well enough so they don’t want to.”

-Richard Branson

  1. LISTEN AND LEARN

Chefs may hear their employees – but how often do they truly LISTEN? Listening is an active process of giving the person speaking your full attention, working to understand what their issues or ideas are, assimilating what is offered, thanking them for their thoughts, and taking some form of action – even if it is to disagree or turn down their ideas. When an employee feels that the opportunity for expression is present – then they will feel engaged and appreciated.

“One of the most sincere forms of respect is actually listening to what another has to say.”

-Bryant H. McGill

  1. MEASURE, REWARD, AND CELEBRATE

What gets measured gets done. Employees are typically not opposed to being measured – they simply want to know what is expected and how that measurement will take place. Measure against your standards of excellence, make sure the employee understands what they are, work with them to have the skills necessary to live up to those standards, reward them simply when they move in that direction (a simply thank you, or pat on the back is typically all that is required), and celebrate your team when that measurement results in a level of success.

  1. HOLD PEOPLE TO THE HIGHEST STANDARDS

Have very high expectations of your staff. Assume that they can and will exceed expectations and strive to always improve. You may just be surprised how they will rise to the occasion when excellence is what is expected of everyone – always!

  1. TEACH AND TRAIN

The chef, if he or she understands the role of team builder, knows that a portion of his or her time must be invested in teaching and training. The chef must also seek out those “teaching moments” whenever they arise. It might be as simple as calling everyone off their station for 15 seconds to taste a sauce reduction, or see a delivery of fresh whole fish, or have line cooks during a short lull in activity spend 5 minutes helping a dishwasher get through an onslaught of dirty dishes.

  1. BUILD PRIDE

Building pride in team is a foundational requirement of leadership and coaching. Pride in the restaurant, pride in the uniform that cooks wear, pride in a clean kitchen, pride in the quality of food produced, pride in the level of service offered, and pride in the financial success of the business will go a long way toward building that culture of retention.

team

  1. YES- PAY THEM FAIRLY AND CREATE A BENEFIT PROGRAM

Of course – I haven’t ignored the need for better compensation. The need is there for an assessment of fairness and worth, but at the same time the operation must figure out ways to make the business more profitable so that the operation can comfortably afford to increase compensation. This can be an incentive program that engages the employees in helping the restaurant reach its goals through efficiency, waste reduction, and a unified approach towards being entrepreneurial.

12.  EMPATHETIC SCHEDULING

It may just be unrealistic to expect restaurants to move towards an 8-hour workday or a 40-hour week, but chefs and restaurants can certainly understand that kitchen staff members have a life outside of the restaurant and that inconsistent schedules make it very difficult to manage families and friendships. Working towards some level of consistency and being cognizant of important dates and events in a cook’s life will go a long way toward creating retention loyalty.

  1. HAVE THEIR BACK

Supporting your team members and letting them know what your position is with this is critical. As long as they don’t cross that line in the sand that you establish then they should be able to trust that you will be there for them.

  1. BE THEIR EXAMPLE

Most importantly, you need to portray that beacon of professionalism that they want to follow. Never subscribe to “do what I say, not what I do”, because it never works. Walk the talk!

  1. COMMUNICATE, COMMUNICATE, COMMUNICATE

Engage your employees – let them know what is going on, what your plans are, how the restaurant is performing, and what challenges lie ahead. You can never communicate too much – show them that you trust them with this information and you will go a long way towards building retention loyalty.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com BLOG

*Cover photo – Thanks to Chef Eamon Lee

HERDING CATS – THE MAKEUP OF A KITCHEN LINE

03 Friday Jan 2020

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Chemistry is by far, the most important ingredient in building a successful kitchen team. When a chef is able to bring a group of seemingly opposing forces together into a functional, well-orchestrated team then great things happen. This, however, is no easy task given the different dynamics that exist among the players.

Kitchens tend to be extraordinary melting pots that attract a wide array of characters who, despite their differences, seem to rally around a few common traits: they like food, they are somewhat competitive, they enjoy the adrenaline rush, and they are a pretty proud group.

So, in giving some thought to the different types of individuals who stumble or rush head first into a kitchen career, I came up with ten categories of cook types (you may have a few others to add on your own) – see where you fit.

  1. PIRATES

Ah…the kitchen pirate. These are seasoned veterans of the line with all the battle scars to prove it. They have fantastic stories to tell (some of them might even be true). The pirate is crusty, seemingly uncaring about anyone who doesn’t tie on an apron, impatient with others, and always ready to walk out if things start to go sideways. On the other hand – these are the battle veterans who can pull you out of a jam when the team would otherwise crash and burn. They probably won’t stay with you very long, but they will make their mark while they are with you. They have likely worked at nearly every busy restaurant in the area and are known to all.

  1. MYSTERIOUS UNKNOWNS

Most cooks are pretty transparent – they tell you more than you really want to know about their past, present, and future; who they like and why, and who is not on their Christmas Card list. The mysterious unknown is different. They are quiet and reserved, no one in the restaurant seems to have a clue about them and as a result there is no shortage of illicit theories of shady pasts, possible criminal records, and worries about when they might snap. Ironically, they are usually there when they need to be, prepped and ready, and consistent in their work – so, we gladly hire them (whomever they might really be).

  1. CULINARY CAREERISTS

Usually, a recent graduate or a current school intern with starched white uniforms, polished shoes, and perfectly sharpened knives. They want to do the right thing and are quick to tell more seasoned cooks how to “do the work properly.” What they know is untested, and speed is typically not their forte. They have lots of books, know all the hot chefs, have a well thought out career path, and want to be the star. Typically, the more seasoned staff will find ways to temper their unbridled enthusiasm, prod them when they get behind, and even try to get them to stumble and become humble. They mean well, they just don’t know any better. They will learn from their mistakes and unless they lose that enthusiasm along the way – will probably reach the position of chef some day (it just doesn’t seem like that is possible right now).

  1. DEPENDABLE LONERS

Always at work on time and ready to go, always properly prepped, and always on top of presentations – the dependable loner is an important part of every team. When another cook calls out sick – the chef knows that he or she can call in the loner to cover a shift. They do not socialize with the rest of the group, they rarely engage in conversation, they never have a joke to share – but they do their work, and do it well. Who knows what ghosts are in their closet.

  1. ANNOYING PERFECTIONISTS

Obsessive/compulsive cooks seem to find their way into every kitchen where I have worked. They are usually great cooks, and very dependable. Their base of knowledge is typically better than most, and their execution is flawless. Their methods evolve around very structured approaches to the work, an exactness that they try and impose on others, and obsessive behavior that works in strange ways. Their mise en place is precise and they will correct everyone else’s if given the chance. When they see something out of place they can become distraught and even unraveled.   If that towel isn’t folded just so, the knife placed in the right location each time, the handles on pans pointed in a particular direction, or plates assembled precisely each time – they can become abusive to others or at least to themselves. They are a strange lot, but in some respects – the standard bearer for others.

  1. THE CHEF’S PET

Occasionally, “yes chef” goes beyond a simple communication that everyone understands, and a sign of respect for the position – sometimes “yes chef” comes from that individual always seeking extra attention from the chef and being needy for recognition. Cooks deal with them, but roll their eyes.

  1. SIMPLY CONTENT TYPE “B”

The simply content are just solid cooks. They know their work, they can do much of it without even breaking a sweat, they are astute technicians, and they are always there when scheduled. Type B’s have the ability to work their shift, immediately decompress from the chaotic adrenaline rush of a busy restaurant, and forget about the job until they tie on an apron tomorrow. They have little interest in hanging around to laugh about a good service, have no interest in working an extra shift, and have little to no desire to move up the kitchen career ladder. They just want to do their job well, receive a paycheck, and go home.

  1. IN NEED OF ANGER MANAGEMENT

You know them – every restaurant has at least one. The cook in need of anger management walks into the kitchen with a black cloud above his or her head. Their eyes are steely and cutting, the frowns are pronounced, and the aura around them says: “don’t mess with me today.” After a while other cooks, and even chefs tend to just avoid them and hope that they can get through another shift without an incident. The black cloud cook can grate at the chemistry that holds a team together and create negative work environments for others. Even if they are very good at their job – this type of cook may need to go for the good of the team.

  1. EVERYBODY’S CHEERLEADER

Then there is the person who tries to be the sunshine in everyone’s day (sometimes successfully). The cheerleader enters the kitchen with a smile and a good word, looks for every opportunity to give a high five or a fist bump, complements others for quality work, and gets excited when the team tops another record for covers served, or check averages beat. When things get tough, the team looks to the cheerleader for a little encouragement.

  1. DEEPLY PARANOID

The conspiracy theorists are alive and well. Whatever the reason is for a change, they are uncomfortable with the methods used and leery of anyone who makes a decision. When someone pays them a complement, their reaction is: “why are you complementing me?” They are always looking over their shoulder for someone to find fault or something to go wrong. They look at every successful night as one more where they didn’t face disaster.

Ironically, this is what I have always enjoyed the most about working in kitchens. The chance to work with, and find common ground with all of this diversity is fun and invigorating. On the surface it may appear that synergy is impossible, yet with common goals and a chef who understands the complexity – chaos can turn into harmony.

What kind of cook are you?

**By the way, if you are one of those cooks enrolled in a culinary program and wondering what course will be of greatest benefit to your career – try psychology and sociology.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com BLOG

 

GAME DAY IN THE KITCHEN

16 Friday Dec 2016

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Life happens whether we plan or not, whether we have a strategy or shoot from the hip, whether we think through the process of reaching outcomes or if we simply cross our fingers and hope for the best. Looking at life through the lens of a game can sometimes clarify how we got to where we are and whether or or not we are pleased with the results.

In the kitchen, every day is game day. There is a common objective – to prepare and present exceptional food, in a given quantity, to a demanding public who will hopefully be pleased with the results. To reach these objectives is to “win”, to fail to meet then in any way shape or form is to “lose”. In the case of the later outcome, to lose for a restaurant is something that is very difficult to recover from. As much as the chef and his or her team truly wants and expects to “win” there is an even more compelling need and mandate to not “lose”. So, how do effective kitchens plan and execute in such a manner as to not lose and to always win?

The parallels to sports are always present in a kitchen. There is little differentiation between a football, basketball, soccer, or baseball team and a motley crew of cooks and chefs who are responsible for the dining experience. If we look at the design and inner workings of sport teams, we can find a model that can work equally well behind a restaurant’s swinging doors.

Let’s identify the make-up of the kitchen staff as compared to a professional football team:

*          THE COACH:  The Executive Chef

*          THE FIRST STRING QUARTERBACK: The Sous Chef

*          THE OFFENSE:   Line Cooks

*          THE DEFENSE: Prep Cooks and Dishwashers

*          SPECIAL TEAMS: Banquet Cooks, Pastry Cooks and Bakers

The coach in a kitchen (Executive Chef) is responsible for developing a winning strategy (The Game Plan), ensuring that all of the necessary tools and supplies are in place for every team member, the assignment of duties and provision of the right players to execute the game plan, and the design of the plays to use during service (methods of cooking, flavor profiles, plating techniques). Each of these tasks, just as they are applied in preparation for a football game is essential to the success of a kitchen team. If a chef is not able to, or is inexperienced with these tasks, then the likelihood of a positive outcome is diminished.

The quarterback (Sous Chef) is the on-field captain. In this role, the sous chef is responsible for calling the plays designed by the executive chef, ensuring that each player follows his or her designated process, troubleshooting problems, and sometimes, through his or her experience, changing the play at the line of scrimmage. Changes in the dining experience environment or shortcomings in preparation may force the need to adjust. A sous chef must be experienced in leading the charge and making split second decisions when necessary. If this individual is unable to do so, then the game plan can start to unravel.

The offense (line cooks) has been trained and mentored to a point where their every motion is scripted, anticipated, formalized, and fully understood. They are guided by the quarterback through a series of plays determined by how the food orders from the visiting guests are arranged. It is a game of shifting priorities, disciplined motion, and fully committed intent to succeed. They have been through the motions hundreds of times and intuitively know what to do regardless of how a string of directives comes to them via the quarterback. These motions (plays) have been practiced and are burned into their subconscious – they always know what to do and if they start to stray, the quarterback brings them back to the task at hand. It is a thing of beauty to watch unfold.

Offense doesn’t stand-alone – it is the defense that protects the players, provides the opportunity for success, and gives the offense an opportunity to stay fresh, alert, and ready. This defense (prep cooks and dishwashers) is focused on setting the stage for success. Their relentless work at taking away the threats to success (lack of mise en place, improper storage and rotation of ingredients, improperly followed standard recipes, insufficient clean china in the right place at the right time) may not have the glamour and excitement of line work, but every line cook knows that without these defensive players their job would be impossible.

While all of this focused energy is being expended – preparation for the game, organization, and execution of the menu each and every night – there are some hidden heroes of the game who must perform with precision and purpose. These special teams (banquet crew, pastry chef, bread bakers) are adding that extra touch to the game plan, that touch that helps provide the cash flow for the operation to continue moving forward, the special opportunities to put extra points on the board through group events and increased check averages, and the reputation for exceptional experiences that impact current and future dining guests. Special teams give the kitchen that extra push, the edge that complements the every day work of executing the a’ la carte menu.

What is most interesting about the kitchen team and those in the sporting arena is that those that are effective – work together. They understand each other’s strengths and weaknesses and step in to complement each other. Even the role of leader is fluid in these operations. It is not uncommon to see an offensive lineman for a football team, a punter, center, defensive tackle, or running back fall into the lead on any given day. An individual’s confidence, enthusiasm, and commitment can change his or her role from subordinate to leader at the most unforeseen times. The same is true in the kitchen – it is not uncommon for an individual line cook, prep cook, expeditor, or dishwasher to provide the energy of leadership when it might be lacking elsewhere.

When the team clicks, when leadership is present, when everyone knows what to do and executes the game plan as designed, when the team readily excepts an “audible” change by the quarterback when there is a need, then the kitchen is destined to win.

In a busy kitchen you can feel the energy, the enthusiasm, the commitment, and the passion to win. The feeling of purpose and belief in the ability to win is all drawn from the well thought out game plan, the training and preparation, and the all for one, one for all attitude that permeates a winning organization.

PLAN BETTER –TRAIN HARDER, AND SET THE STAGE FOR WINNING

Harvest America Ventures, LLC

www.harvestamericaventures.com

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