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OUR DAILY BREATH: PROBLEMS WITH THE CENTRALIZED FOOD SYSTEM

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Painted in Waterlogue

Every day there are lessons to be learned. At this level of crisis there are bound to be ancillary challenges that arise – challenges that were not obvious until the domino theory took hold. The farm to table movement of the past two decades was, on the surface, a return to supporting local growers and producers, but the core of this initiative was far more significant. It became obvious to some that putting all of our eggs in one basket was not a wise decision for our country, a decision that could lead to a breakdown of the food production/distribution system if conditions turned sour. Climate change, depletion of soil nutrients, over-use of chemicals in agriculture, carbon footprint issues driven by the methods of distribution, quality issues driven by farming methods that were controlled by demand rather than seasonality, the threat of agri-terrorism, and/or the inevitable appearance of a public health issue (pandemic) were looming potential problems that could devastate a centralized production/distribution system. To some (not enough) people – the answer was a return to a de-centralized system where end users found their food supplies from local and regional producers – where seasonality and use of indigenous ingredients to an area drove menus in the home and in the restaurant. If we failed to move in this direction then a crisis could bring things to a halt – sooner or later the bottom would fall out. So, in 2020 this is exactly where we are.

The domino effect can be described as follows:

“Domino effect describes a situation in which one event triggers another similar event and then another, until there is a cascade of events that occur, all because of the first, precipitating event.”

-The Grammarist

We are living in a vivid example of the domino theory. The coronavirus is testing the stability of every system that man has created. The question is: “how will our systems fare? Will our systems stand the stress test or will they crumble?” As we focus on food production and distribution it is easy to see how quickly stress caused by the pandemic (the first domino) is threatening the way that we grow, produce, distribute, and use those food ingredients that we depend on.   As an example – centralized meat packing plants are devastated by the spread of the virus – some of those plants are closing down until the spread can be controlled.

There are four companies in the U.S. that control 85% of the meat market. Americans consume over 50 billion pounds of meat each year and these four companies control 42 billion of those pounds. These same phenomena can be applied to almost every aspect of food production and processing in the U.S. The underlying rule of thumb for those who are in the business of food is: “Go big or go home.” Profit comes from volume and control of market segments. This is efficient and well supported on paper as a solid way to manage business, but it creates incredible vulnerabilities.

So, some of the meat processing plants have succumb to the virus and partially closed their operations. Suddenly the meat supply is impacted and consumers feel the pinch in the supermarket. Restaurants are forced to close to slow the spread of the virus and flatten the curve. As a result, demand for meat is reduced putting additional stress on the packaging system and directly impacting ranchers who now find that the market for their cattle, pigs, and chickens is reduced. Out of necessity they are forced to euthanize some of their animals. Everyone suffers – sick employees, ranchers struggling to make ends meet, distributor sales tank, and end consumers are faced with empty meat shelves in grocery stores leading to hoarding and further panic over availability. Similar problems rise up in agriculture as dairy farmers are faced with a diminished market for their product with the restaurant business in shutdown. Milk is being dumped because of its short shelf life while millions of Americans find it difficult to feed their families as jobs have instantly disappeared. People are in lockdown at home so to help fill time and alleviate some of the problems with food availability begin to bake bread at home putting overnight strains on the market for flour. Without enough regional flour mills – the supply is suddenly tapped out and consumers can’t even find all-purpose flour on grocery shelves. There is plenty of grain, just not enough capacity for milling since centralized mills forced many of those regional operations to shut down decades ago. The dominos are falling and the system is crumbling and struggling to find ways to keep up.

“Necessity is the mother of invention.”

-Plato

One of mankind’s historic strengths has been adaptation and correction after a crisis occurs. We adapted and corrected after World War II, after the Great Depression, after numerous recessions, following the tragedy of 9/11, and in reaction to the market crash of 2008. We will adapt and correct after Covid-19. Unfortunately, history has shown that it is far less common to find proactive planning to eliminate the inevitability of crisis. It is likely that our food system will adapt at some level and it is also likely that those who drive this change will be in a better position to survive and thrive.

At some point a new version of the restaurant industry will rise up. Those who will be positioned for success will be restaurants that advocate for a redefined distribution model. Call it farm to table if you like, but it will be more than that. It will likely be a return to decentralization – an environment where chefs not only buy local, but where menus are driven by seasonality, not a reliance on buying and serving anything, any time of the year, regardless of origin. This will be an environment where problems in the system can be isolated by region or locale, and managed properly. This will be an environment where market conditions, even during a crisis, are viewed as regional, not global challenges. Everything needs to be reassessed to avoid the domino effect in the future. This is a systemic approach that is based on an understanding that any action will impact another, and some actions can impact everything.

Just an opinion: Food for thought.

PLAN BETTER – TRAIN HARDER
SUPPORT YOUR LOCAL FOOD SYSTEM

Harvest America Ventures, LLC

Restaurant Consulting

http://www.harvestamericacues.com

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

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

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

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

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

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

Here are some thoughts:

[]         BREATHE MORE THAN YOU TAKE A BREATH

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

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

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

[]         RELY ON YOUR FOUNDATIONAL SKILL SET

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

[]         REFLECT ON YOUR EXPERIENCES

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

[]         SHARE WITH OTHERS

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

changin

[]         RELY ON YOUR TEAM

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

[]         STRATEGIZE AND SCENARIO PLAN

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

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

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

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

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

[]         ACCEPT THAT MISTAKES WILL BE MADE

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

chef

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

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

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

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

We are in this together

Restaurant Consulting

www.harvestamericacues.com BLOG

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OUR DAILY BREATH: A PHASED IN APPROACH TOWARD RESURRECTING RESTAURANTS

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line cook

A cautious approach towards opening is the most prudent rule as we begin to see signs of a virus that might be controlled in the future. There are few certainties at this time except an understanding that this is not over. As some states begin to entertain loosening restrictions and easing out of “stay at home” directives – restaurants will consider their options. Do we open in such uncertain times and potentially endanger our employees and guests? How can we not open with so much financial pressure and the looming threat of permanent closure? Whichever side of the question you find yourself on – there is no denying that the constraints will be significant, customers will be very leery about entering a restaurant, and initial sales will never be enough to keep a restaurant solvent.

Rather than let things unfold without adequate thinking, I offer some ideas on a phased in strategy based on objectives designed as building blocks towards eventual success and that sense of normalcy that we are all hopeful for.

[]         PHASE ONE:

(Cautious opening, social distancing, intense sanitation, masks, screening)

We realize that opening in the next few months will require social distancing of at least 6-feet, use of masks, significant improvements in on-going sanitation, and maybe temperature screening of employees and customers. I would suggest that during this opening phase restaurants should focus on the following:

Comfort:        This is a time to help people put aside their fear and rely on familiarity with food that is well prepared, flavorful, nutritious, and fresh. This is not a time to experiment with changing food perceptions and pushing the envelope with cuisine. Keep it simple, keep it familiar, and do it very well.

Convenience:            Many of you have implemented take out and delivery options during the height of this pandemic – customers have responded well to the convenience of this option and will likely remain most comfortable with this option rather than dining in. Make the process better, work on making sure that the food is hot when it should be, work on how food looks and whether it matches the image that you want for your restaurant – make convenience a positive experience.

Trust: Customers, rightfully so, are very cautious and concerned about your ability to keep them safe. Whatever you do during this early transitional opening phase – make sure you invest the effort in building trust. Have a plan and promote your plan from focused signage, greeters that put people at ease (maybe even check temperatures), well defined distancing in the dining room, all employees wearing masks, required customer masking, and visible sanitation efforts. Any employee that shows sign of sickness will be required to stay home until they can show that they are symptom free. This is absolutely essential if you want your customers to return.

Value: During this phase – value will be based almost entirely on price and whether the guest feels that they are able to justify the expenditure. This can happen through menu design, working with minimal labor, and staying away from any frills of dining.

Efficiency:     It’s simple – restaurants are in financial trouble, many may not be able to reopen after months without sales. The only way that they may be able to stay in operation is to become very efficient in how they buy, prepare, and serve food and beverage. Smaller menus, fewer employees, less steps in production, reasonable portions, and little emphasis on those parts of a restaurant experience that are not tangible. Think about the no-frills environment of Chipotle – a program built on efficiency.

Cash Flow:    Restaurants should not view profit as a goal during Phase One. Making sure that sales are coming in faster than payments are going out should be the realistic objective. Working on creating an acceptable level of volume, minimizing labor, keeping menus small, and investing considerable time in managing the restaurants bank account are all critical initiatives at this point in time.

[]         PHASE TWO:

(Access to treatment, vigilant business model, intense sanitation, social           distancing)

Even though Phase Two may be many months away, this is the time to plan for an effective transition. Caution will still rule the day, but with effective treatments for the virus available – restrictions will begin to evaporate. Restaurants must be ready.

            Service:          Providing treatment(s) are available to those who contract the virus, familiar table service will likely return. This means that service staff will be able to interact with guests, social distancing will be a thing of the past, and masks will no longer be required even though people will still be cautious. Any employee that shows even the slightest sign of a cold will be cautioned to stay home so that environmental fear does not take control of an operation.

Convenience:            Convenience will remain an option that is enticing to customers. There will be indications that take out, counter service, and delivery may become a permanent part of the restaurant experience.

Concept:        It will now be time to look at your concept and how you want to be perceived moving forward. Whether it is built from an ethnic focus, farmer relationships, and style of cooking or level of service – what you do now will set the stage for your restaurants future. Make sure that your concept ideas are well researched and try to involve input from your ambassador customers who have supported you throughout.      

Expanded Menus:    Those simple menus may be able to expand at this point as you bring additional employees on board and enjoy greater numbers of guests. Still keep efficiency in mind.

Trust: Stay true to everything that you have done thus far to earn customer trust. You want to reach a point where those who patronize your operation don’t need to think about your commitment to their safety.

Value:             The value formula will change in Phase Two. Aside from price sensitivity – guests will also consider the level of service, flexibility, speed of service, presentation of food, breadth of menu, and how the operation appeals to all of the human senses. We will have to work much harder at winning the value prize.

Breakeven:    Once restaurants are able to openly accept as many customers as they want – it will be important to stay focused and efficient. Profit will still be elusive, but solid management of expenses can result in breakeven. Stop the bleeding will be an essential part of financial management. Restaurateurs are on the right path as long as they manage to keep their heads above water.

[]         PHASE THREE:

(A vaccine is available to all, intense sanitation, loosening of social        distancing, virus is contained)

This is likely a year to 18-months away, yet your business strategy must include thinking long-term – even beyond this point.

Experience:   As a vaccine becomes universally available and communities are able to breathe with confidence – restaurant customers will be looking for more than food and baseline service. We entered this pandemic as part of the experience economy where restaurants were considered entertainment as well as a source of food. This will be the time that chefs live for, servers are able to perform for exceptional gratuities, and owners are able to see their operations be all that they can be. Operations will need to have a strategy for that experience and what it will take to be competitive again in that environment.

Concept:        There will, once again, be room for restaurant concepts that push the envelope, that excite and inspire, and for creative people to test the waters with ideas that have been waiting for a market.

Mass Customization:          This will also be a time for restaurants to totally re-think what they do and how they do it. As other industries have moved towards the flexibility of mass customization (have it your way), so too will restaurants need to think in those terms.

Convenience:            Time will tell, but once you offer convenience to guests and they develop a level of familiarity with that convenience it will be difficult to take it away. Think about the “experience” of take out and delivery and see how you can own that market.

Membership:            The ultimate goal of every business is to create guest ambassadors who would never think about patronizing anyone else. This sense of membership comes from service, communication, and experiences that cannot be found elsewhere. This will be a focus in Phase Three.

Efficiency:     Be prepared – restaurants have been very inefficient for decades. We are labor intensive creating a cost burden that makes profit difficult to imagine. As we move towards Phase Three – restaurants will need to constantly look for ways to maintain quality while reducing process and cost. This will be the new essential skill for chefs seeking to captain the ship.

Value: Value will be based on the experience, whether your concept is a counter service – quick operation, or a sit down multi-course operation – there must be some level of experience involved for value to exist. “Is it worth it” will be the essential question.

Profitability: Finally, when dining rooms are full, kitchens are operating efficiently, and value experiences are being offered – restaurants can return to profitability. You must dot all the “i’s” and cross the “t’s” for this to occur.

Build a Nest Egg:      Know that at some point in the future there will be another crisis that impacts our lives and businesses. Phase Three should provide a wake-up call that helps restaurateurs to start building a next egg that will allow them to weather the next storm.

Food for thought.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com BLOG

 

 

 

 

 

OUR DAILY BREATH: CHEFS – REMEMBER THE IMPORTANCE OF “WOW”

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There is so much to think about, so many decisions to make, and so much angst about what the future holds. Building a well thought out strategy for starting up the restaurant engine after we move forward is paramount and will, in the process of thinking it through, give every chef and restaurateur a spark of excitement to lean on. What will our restaurants physically look like with social distancing, how will we be able to interact with guests at service, how will our kitchen teams function as a unit, what changes will be necessary for our menus to be effective, and what role will take out and delivery play in every restaurant concept? The planning process seems overwhelming because there are so many unknowns.

Chefs know that things will be different and as a result they may be lost as to how to approach this planning process. Are there any guidelines on how to approach the process and is there a way to set the stage for a level of profitability that will allow the restaurant to not only survive but also thrive in the future? Here are a dozen thoughts on how to approach planning:

[]         DON’T FORGET THE IMPORTANCE OF “WOW”

It matters not whether you are selling a Wagyu beef tenderloin or a fried chicken sandwich – what is essential is that your product is so good, so well prepared, so special that customers look at it, smell it, and take that first bite followed by a pause of surprise and a response that begins with “WOW”!   White tablecloth restaurants and food trucks will benefit from the exact same end result – you need to make people stand up and pay attention – you want them to stand on a soap box and shout for everyone else to hear: “THIS IS INCREDIBLE”! If customers are not posting Instagram pictures of your food, rushing to Twitter to tell their network of friends, writing exceptional reviews on Trip Advisor or Yelp, and most importantly returning time and again for that special flavor, presentation, unique service, or special sauce – then you are missing the most important opportunity to create raving fans. MAKE SURE THAT YOUR PLANNING INCLUDES AND EVEN FOCUSES ON BUILDING WOW INTO THE MIX.

saucing

[]         USER FRIENDLY IS THE PRICE OF ENTRY

Convenience is the name of the game. If your concept remains “sit down” and you are not connected with an on-line reservation system, then you will miss out on a customer base that is accustomed to 24/7 relationships with providers. If your customers have become accustomed to your take-out or delivery service during the virus, then you must give serious thought to keeping these options and making them exceptional.

[]         BUILD IN EDUCATION AS A VALUE BENEFIT

Some operators have maintained connections with their customer base through on-line cooking classes during the pandemic – keep it going. Promoting your connections with regional farmers and even bringing them into the operation for value added lectures and product tastings is a way to show your commitment to the region and educate your guest. Offering tastings of new wines or beers you intend to add to your list and demonstrate to guests how to identify differences and how to properly pair them with food is a way to create strong connections. Having your chef walk through the dining room and connect with guests is a way to make customers feel special and provides an opportunity for them to ask serious questions about the menu. Everything helps. Think about how your concept – whether quick service, causal or high end dining, can incorporate a level of education in a restaurant concept.

[]         DON’T FORGET WHAT PEOPLE LIKE

This may not be the time to try and show how uniquely creative you can be with your menu. This might very well be more appropriate to rely on the types of food combinations, flavors, and even service that help people feel comfortable and welcome. Pushing too much creativity during the initial stages of re-introduction of the restaurant experience might be better reserved for a time when people are far more relaxed about socializing.

[]         KNOW HOW YOU WANT TO BE PERCEIVED

During this time of planning it will be important to build a better understanding of how your customers perceived you before the pandemic and how you want to be perceived moving forward. Think about those key factors of welcoming, consistency, food quality, speed, flexibility, and price and build a new scenario that more closely matches the needs and desires of a somewhat apprehensive audience dipping their toe in the water of dining out again.

[]         FLEXIBILITY IS CRITICAL

Regardless of what we thought prior to the coronavirus lockdown – when we return we will not be in charge – the customer truly is. Flexibility when it comes to menu offerings, methods of preparation, hours of service, pricing packages, and so on are the cost of admission. Other companies have long ago adopted a flexibility formula – it may be time for restaurants to do the same.

rest 1

[]         WHAT IS YOUR SERVICE FORMULA

Is your service formula simply a process of taking orders and delivering product, or is it one where the server is considered a product and content expert with the ability to help guests with decisions of choice? Is your service formula one where whenever you enter a restaurant a server will be assigned to your table or do you build a model where specific servers develop a client base similar to other professions where the customer depends on the relationship with a particular provider? Is your model one that relies on counter pick-up service or will you build off of the curbside delivery formula that is beginning to work for some restaurants during this crisis? Think it through and determine what will work best for you.

“The handshake of the host determines the flavor of the roast.”

-Benjamin Franklin

[]         TRUST AND SAFETY

As I have previously mentioned – restaurant guests will likely return to our businesses once they feel that they can entrust their safety to your staff. Whatever you plan now, it is imperative that it includes the standards and training that will feed into rebuilding trust between you and your guests. Their safety is paramount – let them know how you are approaching it.

[]         THE OVERALL EXPERIENCE WINS THE DAY

People have become accustomed to cooking at home again. Out of necessity they have regained some foundational skills and will, as a result, look to dining out as a luxury far more than they did just a few months ago. Some, with busy work schedules, may return to restaurants out of necessity, while others will need to find new reasons to do so. It will be the overall experience that brings customers back at a level similar to what we knew pre-Covid-19. The experience includes all of the human senses and how they marry well together in a particular operation. What will be your experience? Will it be participative dining, self-serve, cash and carry, fun dining, fine dining, educational dining, etc.? This is the time to make that determination and build it into your planning, marketing and experience.

[]         KEEP IT SIMPLE – DO IT EXTRAORDINARILY WELL

Some chefs believe in complexity and this may have worked for them in the past. Complex ingredients from around the world, complex preparation that requires countless numbers of trained staff in the kitchen, and complex methods that require sophisticated and expensive tools to execute- all well and good, exciting, and challenging, but will it work post Covid-19? In the future this may find a home and attract those innovative customers looking for something new, but for now the rule of thumb might be best to buy high quality, fresh, simpler ingredients and apply those cooking methods and flavor palates that people respond to and do this every day at the highest level of excellence.

pans

[]         SET THE STAGE FOR LOYALTY

What we (restaurants) have always been so proud of is the number of loyal customers who made reservations every week or multiple times during a week, and who brought friends along for the shared experience. This is where we need to be again. Some may return with great enthusiasm as they did in the past, while others will be apprehensive for a variety of reasons. As you plan for the future – touch base with those loyal customers, engage them, and let them know just how treasured their support has been and will be moving forward. We all need loyalty to thrive.

[]         COMMUNICATE, COMMUNICATE, COMMUNICATE

Finally, as you plan a strategy for renewal – make sure that you build a package of communication that keeps everyone: return customers, new customers, and staff members, fully in the loop. Make sure that your communication loop includes: website, Facebook, Twitter, Instagram, email blasts, signage, and word-of-mouth initiatives that keep your concept alive and well. It has never been more important to communicate than right now.

These are just a few guidelines that can help you with that planning process. I have been chatting with numerous restaurant operators and chefs over the past few weeks and have found a lack of serious planning to be a common issue. Don’t kid yourself – recovery will be very difficult, survival is not a given, everything will be different, and guests are not likely to return in sufficient numbers to help you to survive UNLESS you have a well thought out, comprehensive plan moving forward. DON’T WASTE THIS TIME – STRATEGIZE YOUR WOW EXPERIENCE.

PLAN BETTER – TRAIN HARDER
Harvest America Ventures, LLC

Restaurant Consulting

“We are in this together.”

www.harvestamericacues.com   BLOG

 

 

 

OUR DAILY BREATH: HEY AMERICA – THIS IS WHY RESTAURANTS ARE IMPORTANT

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It seems that we have reached a point where acceptable casualties is a consideration in so many decisions. Whether it is the environment, the postal service, senior citizens, global partnerships, healthcare, or restaurants – there is a tendency to set aside or forget just how important these businesses, global responsibilities, and people truly are to our existence. Let’s take restaurants as an example – one might assume that these businesses are a luxury since cooking at home is always a logical alternative. But, what those who hold the decision-making power might overlook is that restaurants are more than a vehicle for preparing food and passing it on to those willing to buy.

Throughout history – restaurants have been integral to civilized communities. This dates back to the Renaissance, through this time of enlightenment, the growth of human intellect, during times of conflict and war, struggling through recession and depression, when the structure of society and its government seems to falter and of course, when times are great and life seems to glow with optimism. Restaurants are more than places where we can fill our stomachs – so much more. Let’s take a look:

[]         RESTAURANTS ARE ESSENTIAL TO THE GROWTH OF SMALL TOWN AMERICA

From the days of prohibition to the opening of America through the Eisenhower initiative to build the highway infrastructure of the U.S. – restaurants were always one of the first signs of community spirit. Restaurants could be found wherever roads intersected and people began to build their homes. The America Diner and the Speakeasy represented the presence of promise and the existence of the institution of neighborhoods. Every town – regardless of size, needs its centerpiece restaurant.

[]         RESTAURANTS ARE CENTERS FOR INTELLECTUAL DISCUSSION

From the early coffee houses of Europe to the Brasseries and Cafes of France, the Trattorias of Italy, the Pubs of England and Ireland, the Cantinas and Taquerias of Mexico, and to the corner American diners, taverns, pizzerias, and hotel dining rooms – mankind has relied on restaurants to serve as a destination where people of all backgrounds and beliefs could gather and discuss or argue their beliefs, strategies, and conclusions. This forum has been essential as people from all over the world developed their philosophy of life and ethical/moral standards.

service team

[]         RESTAURANTS ARE IN THE BUSINESS OF REWARD AND RECOGNITION

People crave some level of recognition and reward. It may be as simple as allowing friends a chance to say congratulations, an opportunity to recognize the bond between two or more people, the ability to gather and recognize the accomplishments of a group, toasting wins and commiserating a loss, celebrating a departed friends life, or simply a pat on the back for a hard days work – people desire and need those opportunities. Restaurants have always been the logical place where these activities take place and restaurant people are born to provide those opportunities.

[]         RESTAURANTS ARE THE GATEWAY TO CAREERS

Pick a professionally successful individual, or maybe a few who you see as highly successful in their careers – ask them about their background and most importantly – what was their first job. It is highly likely that many would say that their first introduction to work for pay was in a restaurant of some type. It may have been quick service, or probably a position such as dishwasher, counter server, or bus person, but I have a high level of confidence that the first job was in a restaurant. Some stayed with it, but many took the work ethic and entry level skills they learned and created a road map for their own careers moving forward. That restaurant experience set the stage.

[]         RESTAURANTS ARE THE PORTAL FOR ENTREPRENEURSHIP

If, in fact, the great American Dream is to own a business and chart ones own path towards success, then it would be impossible to ignore how important the restaurant business is to that dream. People migrated through Ellis Island from countries all over the world in search of this American Dream and many chose the path of restaurants. With their history and traditions in hand they came from Ireland, England, France, Italy, Spain, Portugal, Greece, Russia, China, Japan and dozens of other countries and took their small savings to open that corner ethnic restaurant from New York to San Francisco. The restaurant industry in America was born of this melting pot of ethnic explorers – it continues to be this opportunity that makes our country diverse, unique, and great.

Nearly 70% of all restaurants in the U.S. are private entrepreneurships and 80% of owners started their careers in entry-level foodservice positions.

[]         RESTAURANTS PROVIDE A ROADWAY FOR BUSY LIFESTYLES

Americans work, American families work, and these families need two incomes to thrive and support the lifestyle that inspires them – thus, restaurants are a necessity to support incredibly busy lives. Where dining out just fifty years ago was considered a luxury that was reserved for special occasions, it is now an absolute necessity.

[]         RESTAURANTS ARE ESSENTIAL TO OUR ECONOMY

According to the National Restaurant Association – 2020 projections (before Covid-19 struck) included expected national sales of $899 billion, in more than 1 million freestanding restaurants that would employ 15.6 million workers. This defines the restaurant industry as one of the top employers in the U.S. Of course, all of these projections will now change as a result of the current crisis, but this picture of growth and influence has been evident for decades.

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[]         RESTAURANTS PROVIDE A FORUM FOR EXPRESSION

One of the common traits of restaurant careerists – especially cooks, chefs, and restaurateurs is an inherent need to express their art through work. To the chef – the canvas is their plate and to the restaurateur it is the art of hospitality, making customers feel welcome and special. No other art form allows the craftsperson to approach all five human senses as they develop a connection with each guest who walks through a restaurant’s doors.

[]         RESTAURANTS ARE THE ULTIMATE CONNECTION BETWEEN GROWER AND CONSUMER

When we enjoy a plate of food we are indirectly recognizing the hard work and passion of the farmer, fisherman, rancher, cheese maker, brewer, wine maker, distiller, and distributor. That restaurant plate is their collective chance to showcase their work as much as it is a canvas for the chef.

[]         RESTAURATEURS AND CHEFS ARE IN THE BUSINESS OF EDUCATION

Although some may deliver an education without realizing it – restaurateurs and chefs are providing opportunities each day for consumers to learn about the source of food, the people involved in the distribution chain, the ethnic background of the chef and his or her cultural influences, the styles of service passed down through generations, the warmth of spirit that the restaurant owner lays out every day, and the traditions of an industry that is rich and diverse. Every guest walks away from a restaurant experience with a new piece of knowledge every time he or she invests in the experience.

[]         RESTAURANTS ARE A MAGNET FOR URBAN RE-DEVELOPMENT AND GENTRIFICATION

When neighborhoods are focused on growth, when tired communities are committed to resurrection or transformation, and when people within a neighborhood are ready to create a new level of positive spirit – it is a restaurant that holds the key to that energy. Time and again we find this to be the case. Urban renewal begins with restaurants first, then shops and residences, parks and recreation, and so on.

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[]         RESTAURANTS PROVIDE COMFORT, SUPPORT, AND HOPE

Restaurant people are some of the most generous to be found anywhere. Community leaders and essential organizations look to restaurants for help in supporting their causes, and restaurants always respond. We have come to rely on this generosity and know that those incredible chefs and owners are part of the heart and soul of a community.

[]         RESTAURANTS ARE ONE OF THE MOST IMPORTANT VEHICLES FOR APPRECIATING DIVERSITY

America gives lip service to creating diversity in the workplace and even attempts to formally or informally dictate that this happens. Diversity has been natural in the restaurant business since it’s beginning. Walk into any restaurant in America, even more so in urban centers, and you will find a plethora of ethnicity, race, gender, and belief. It is refreshing and natural.

[]         RESTAURANTS DEFINE THE CULTURAL BACKGROUNDS, TRADITIONS, AND FLAVORS OF A COMMUNITY

People tend to flock to the things that make us alike. City centers, in particular, find a natural gravitation to micro communities of ethnic background and at the center will be restaurants that portray the cultural similarities and traditions of that group. If you want to know something about a neighborhood- look to its restaurant scene.

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[]         RESTAURANTS ARE THE SOUL OF THE TRAVEL INDUSTRY

As the world moves past the Coronavirus at some point – it will be the travel industry that defines how quickly the economy recovers. Whether for business or pleasure, people have a need and desire to travel by plane, train, and automobile. Every travel destination relies on its restaurants to help create its uniqueness and attractiveness. Travel and restaurants are an important partnership for economic growth and the wellbeing of a society.

This is a time to understand and appreciate the significance of the restaurant industry that is devastated right now. Those in the industry understand and support the need for isolation – we must work together to defeat this invisible viral enemy, but we must realize that many of the restaurants in the U.S. and beyond will not survive the impact of mandated closure. This is a wonderful industry with very tight profit margins, and an industry made of small private entrepreneurships without cash reserves – they are hanging on by a thread. When they are able to return, the ones that are able to hold out that long, it is important that we all find ways to support them. In the meantime they turn to the U.S. government – not for a handout, but for assistance and understanding.

SIGN THE LETTER TO HELP SAVE INDEPENDENT RESTAURANTS

www.saverestaurants.com/letter

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

We are in this together

Restaurant Consulting

www.harvestamericacues.com BLOG

 

 

OUR DAILY BREATH: POST COVID KITCHENS – GET READY

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Restaurants will get the green light at some point. When the data demonstrates that the virus is somewhat under control – whether that is the end of May or later, we all know in our hearts and minds that things will be different. Guests will not likely flock back to our operations, there will still be a considerable amount of trepidation, especially since pre-vaccine life will still include the threat of virus transmission. We also know that the health and safety regulations for restaurants will change significantly as we make every attempt to keep the public and our staff safe and at ease.

Along with giving serious thought to how restaurant concepts, menus, and methods of delivery will need to change – we must prepare for the regulations to come. Preparation for this inevitable change is the best way to set the stage for post Covid success. Here are some of the likely changes (I don’t have a crystal ball- but I would be willing to bet that these will come to fruition):

[]         VENDORS AND DELIVERIES

There is little guarantee that the product that is received at the backdoor of our restaurants is free from virus. It has already been stated that Covid-19 can live for a period of time on the surface of cardboard and there are numerous opportunities for asymptomatic individuals to come in contact with food before packaging (especially produce and animal protein). Let me be clear that there is NO INDICATION at this time that the virus can be spread through food.

It would surprise me if there were not an effort on the part of the Public Health Service and state Departments of Health to require, or at least strongly urge, restaurants to discard all cardboard packaging and thoroughly wash and sanitize received food products before they enter the production kitchen of restaurants. Lexan containers will be in high demand, as restaurants no longer store food supplies in the boxes they were delivered in.

[]         PRE-STORAGE AREAS REQUIRED IN NEW KITCHENS FOR WASHING AND SANITIZING OF INCOMING PRODUCTS

I would anticipate that new kitchen construction code will eventually require a “pre-clean/sanitize” area in receiving areas with sinks, adequate stainless table space, storage for Lexan containers and dry racks to be used before food items as well as floor and wall surfaces that can be pressure washed and sanitized frequently. This only makes sense to help control future outbreaks.

[]         RECORD THE PROTOCOL

It is very likely that the Public Health Service will contemplate development and implementation of product and people sanitizing before entering production kitchens. This may take some years before fully implemented, but I can envision similar protocols to what is found in industrial food production facilities – think meat processing plant processing along with the record keeping of these standards.

[]         A NO CARBOARD REQUIREMENT FOR KITCHENS

We have become use to recycling our cardboard on a daily basis, but it may soon be required to eliminate that packaging before food and other supplies enter a food production space or storage.

[]         EMPLOYEE ANTIBODY TESTING AND VALIDATION

All indications are that it will be some time (at least until a vaccine is developed in 12-18 months – hopefully) before we can safely move about without the level of concern and preparation that is in place now. The only surefire way to move back to a more normal life is to verify that individuals have the antibodies that will allow them to do so. Dr. Fauci has already stated that an antibody test will likely be available in a week or so and will be ramped up to produce the quantities needed. Is it too much of a stretch to envision a federal, or at least state-by-state requirement for people to have some type of validation that proves they have the antibodies that would deem them relatively safe – especially for healthcare and foodservice workers? In some states it is already a requirement that foodservice employees have a validated test for Tuberculosis before they are allowed to handle food.

[]         PERSONAL TEMPERATURE CHECKS AND LOGS

Just as probable will be a requirement in certain industries for employees to have a validated body temperature check before they enter a place of work and that these records be maintained or even submitted to a higher authority on a regular basis. This only makes sense (already required in most healthcare facilities).

[]         SERVESAFE REQUIREMENTS FOR ALL EMPLOYEES

In some states – ServeSafe or something comparable is required of all foodservice workers. Wouldn’t it make sense that this becomes a requirement of all foodservice workers? How long before this becomes a Public Health Service mandate?

[]         MASKS REQUIRED

It is highly likely that the first requirement once we are allowed to re-open restaurants at some level are that all food handlers (maybe even service staff) wear a protective mask. Of course, we need to have enough masks available to purchase first.

[]         HAND WASHING TRAINING

“Wash your hands” has always been a mantra in restaurants of all types but have we been thorough in our training? Do people know and practice the 20-second aggressive wash protocol every time they wash their hands? Do they use gloves when required and do so properly? Do they feel too confident with gloves to invest enough time washing their hands as well? Hand washing will become an even more critical standard in restaurants.

[]         REQUIRED OUTSIDE LAUNDERING OF UNIFORMS

Many restaurants require uniforms but leave it up to employees to launder their own, many wear their uniforms to work rather than change on premise, and many restaurants fail to have any consistent sanitary uniform policy. Expect that this will eventually change (for the better) and expect that outside laundering and sanitizing services will be expected (except where restaurants have their own laundries). Gone will be that favorite T-shirt as a uniform of choice, unwashed shoes, baseball caps, or cargo pants and shorts.

[]         WORK SURFACE SANITATION PROTOCOL AND TESTING

In kitchens of a certain size it may make sense to develop a new position that focuses on pre-cleaning and processing of food before it enters the production space, strict oversight of hand washing and sanitizing of work services and equipment, employee personal temperature testing and documentation of all of the above, maintaining antibody validation records, etc. Basically, you may want to make future plans for an infection control person on your staff. Is this a stretch? I don’t think so.

[]         VERY STRICT HACCP ENFORCEMENT

HACCP (time temperature tracking) has been creeping up on restaurant operations for a few years and will become the most critical safety/sanitation issue in the future. Those logs and follow-through must become second nature.

[]         NEW PROCEDURES FOR CLEAN DISHES, FLATWARE AND GLASSWARE

How will we ensure that the service ware that restaurants use is free of contamination before menu items are plated and delivered to a guest? Someone will push for stricter controls on this – be prepared to see a plethora of new equipment designed to accomplish this goal.

[]         MORE FREQUENT HEALTH INSPECTIONS

We can all expect an annual, unannounced health inspection (more if there is a registered complaint or previous issue), but in the future there will likely be a push for more interaction with your local health department. It could take a variety of forms – one full inspection, and others to check on critical issues, or required periodic classes that at the very least – chefs and managers will need to attend.

[]         WORKSPACE REQUIREMENTS FOR NEW KITCHENS THAT FOCUS ON SAFE DISTANCES BETWEEN EMPLOYEES

The typical design of a restaurant leads to the smallest amount of kitchen space to accomplish the job – leaving more space for revenue generation out front. It is likely that code requirements in the future will state that a certain amount of space per anticipated kitchen employee is standard. This could allow for future distancing of employees to prevent asymptomatic spread of a virus.

[]         UV LIGHTS IN COOLERS AND STORAGE AREAS

At some level, ultraviolet light does help to control the growth of bacteria. This may become a standard lighting requirement in food storage areas.

[]         A NEW VERSION OF SANITIZERS FOR POT SINKS AND DISHWASHERS

Bleach or iodine solutions are the standards for sanitizing pots, pans, and work surfaces in kitchens. I would anticipate a new family of sanitizing agents that can protect against bacterial transmission as well as current and future viruses.

It would seem likely that some or maybe all of these changes are in our future. It won’t happen overnight, but we all realize that the health and safety of our guests and employees is (should be) our primary concern. So – it makes sense to plan for change in this regard.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com BLOG

 

 

OUR DAILY BREATH: HOW WILL WE RE-CREATE THE CULTURE OF DINING OUT?

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There are few things in life that vividly define the culture associated with a group of people more than dining out. Food is connected to nearly every aspect of life, family, and the art of living. A culture is a collection of life essentials including art, drama, literature, religion, music, food preparation and traditions, history, language, politics, etc. and as such – collectively define all levels of civility.   Food, as part of this formula, also interacts with each of those other components of culture – so it might be said that it is a common denominator.

As one of the oldest professions known to mankind – cooking is a noble endeavor that serves as a portal for all that a culture means and restaurants are the vehicle for delivering this to and sharing culture with people of all ethnicities, race, genders, and beliefs. Since the days of early merchant travelers during Medieval and Renaissance days – restaurants have been integral to societal development and the sophistication of people. As Julia Child once stated (and I paraphrase): “Every great transition of the human race has paralleled a remarkable change in the way that we grow, harvest, process, prepare, serve, and consume food.” The restaurant table is the canvas on which every person involved in that process has an opportunity to paint and tell a story.

When we close a restaurant we lose that canvas, when we shutter all of those restaurants we lose a significant piece of humanity. Yes, we will move through this challenging time and there will be a restaurant business on the other end of Covid-19, but how can we re-create that canvas that will allow society to tell the story of a culture?

Think about the important aspects of our lives that have relied on restaurants as a vehicle for people to get together. We celebrate our sporting teams wins and losses over food and drink – without the restaurant there is less opportunity for this to define our tribes of support. We celebrate the union of two people through marriage over a plate of food and as such raise our glasses in love and support of their commitment. We bring intellectual conversation to a larger audience while we break bread around a common table. We discuss and sometimes resolve our political differences with fork and knife in hand. We laugh and revel in our friendships after a hard week’s work by clinking glasses in that neighborhood restaurant that serves and pampers us. We look that life partner in the eyes over a well-prepared plate of food, get on one knee in front of an audience and propose that two lives become one. We even rely on that restaurant to pass along bad news in hope that the environment will temper the emotions that accompany that message. Restaurants are absolutely essential to our way of life and the way that we communicate our feelings and emotions. Life without this common table would certainly be a bit empty.

Will the culture associated with dining out automatically return or will we need to re-learn what it means to break bread in public, raise a glass, and celebrate being alive? What must a restaurant, or the larger restaurant community do to ensure that it, once again, becomes a central part of life?

If we simply view the role of restaurants as a manufacturer of food for consumption, then we will miss the point and lose the café, bistro, trattoria, or diner’s true role in society. It is the experience of dining that is most important and it is this experience that allows a restaurant, or for that matter – the restaurant industry to flourish. As we prepare for the return to a “new normal” we must keep the larger role of restaurants in mind. Here are some thoughts:

FOOD IS THE UNIVERSAL LANGUAGE

[]         NO ONE INDEPENDENT RESTAURANT CAN SOLVE THIS CHALLENGE:

For the culture of restaurants to return – every operation must collaborate with others in their community to build an atmosphere of common purpose. Individual restaurants succeed when all restaurants succeed. When neighboring restaurants understand their importance to the restoration of a positive cultural climate – then the atmosphere of hope and celebration becomes apparent. All for one and one for all should be the standard of operation.

[]         KNOW THE MESSAGE – TELL THE STORY

The restaurant that knows the story behind the business and the community and tells that story in a heartfelt manner is the restaurant that will build relationships around the table. Customers may walk through the door initially because of the food, but will return time and again because of the story that the owners and staff tell.

[]         THINK GLOBAL – ACT LOCAL

We are truly in this together. Every restaurant must think in terms of how do we help the entire industry rise again.   At the same time it is how the operation expresses this goal in their local community that will ensure a steady flow of supporters. Become active in helping the industry rebuild itself, change where necessary, and polish its rough edges while at the same time do everything possible to collaborate with local vendors, organizations, farmers, and complementary businesses to show how essential the restaurant is to the culture of a town or neighborhood.

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[]         IT’S ALL ABOUT SERVICE – IT’S ALL ABOUT FOOD

When restaurants return they must understand that service and food are equal in importance to the guest. Great food without great service is shallow just as great service without great food is never a winning combination. Defining what each means is unique to every operation.

[]         PEOPLE FIRST – RELATIONSHIPS FIRST

When all is said and done it is the people who work in a restaurant that paint the picture of success on that canvas and it is the relationships that are built between those staffers and guests that make all the difference between a successful restaurant and one that is simply biding time.

[]         TREAT EVERYONE THE SAME AND EVERYONE DIFFERENTLY

One of the more challenging aspects of running any business, and particularly restaurants is that every customer walking through that door is unique and expects to be treated as such. We obviously need to have standards of operation, but if we are not prepared to adapt frequently to the needs of each guest then we may never reach a consistent level of success.

[]         REMEMBER THE TDE

Finally, it is essential that every quality restaurant (regardless of the style, type of food, or price point) should learn that the restaurant “experience” is one that appeals to all of the human senses. Great restaurants appeal to the sense of smell by accentuating those positive aromas of the kitchen, the sense of sight through well appointed, clean and attractive restaurants and plate presentations, appropriate and complementary sounds whether they be the sounds of the kitchen or music that complements the experience, knowing that the physical sense of touch applies to the comfort of the chair, the weight of the flatware and glassware as it matches the type of food and price point, and the right textures of quality food on the plate, and finally the sense of taste – food must be consistently prepared in such a manner that causes the guest to pause and truly savor every bite. This is the Total Dining Experience (TDE).

The way to bring back the restaurant industry is to bring back its importance to the culture of a community and society. We can and must play our role in making sure that this is at the heart of our decision making process.

PLAN BETTER – TRAIN HARDER

Remember the TDE

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com BLOG

OUR DAILY BREATH: A CHEF’S WINDOW TO THE WORLD

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It’s day 14 of a Covid-19 voluntary lockdown. Aside from a trip to the grocery store and an isolated morning walk now and again, I have been a prisoner of my home. The same is true for my family in different parts of the Northeast. We communicate daily either by text or FaceTime – once per week via Zoom Meeting. The rest of the time is spent finding things to fill in the gaps. All of my consulting client work is on hold since they are closed and also on lockdown. It is starting to sink in – this is going to be a long road – hang on.

I stare out the front window on occasion and watch the sporadic cars go by on a once fairly busy road through town. I wonder – “Where are they going?” Do these drivers have a destination, are they healthcare essential workers, police on the way to a shift, firefighters, grocery store employees, pharmacists, government officials, or are they simply claustrophobic residents driving around town just to see something different? What are they missing most, where would they be today if not required to shelter in place? My how the world has changed over these past two weeks. How long will this last – will we return to normalcy or is this what we can expect for a season or more?

I miss the kitchen. I haven’t worked there in some time, but the four decades that I did have burned lasting memories into my subconscious. I remember the routine – I relish it now. I remember the crazy, dedicated, passionate people – I miss them always. I remember the organized chaos, the adrenaline, the stress, the uncertainty, the dinner rush, and the arguments with vendors – I miss all of that too.

The sounds of a morning kitchen coming to life – the buzz of compressors, the clank and whir of the exhaust fans, the driving staccato of knives hitting cutting boards, the sizzle of steaks on a char-grill, and the sound of fish searing in a sauté pan – these are sounds that stimulate all of the senses at once. I miss the bark of the expeditor, the demands of the service staff, the rough and tumble language of the line cooks, the sound of an occasional wine glass hitting the quarry tile floor and smashing into hundreds of pieces, and I even miss the ticking of the POS printer as order, after order adds to the anxiety of the cooks. What I truly miss is the smells of the kitchen: the smell of fresh brewed coffee, a veal stock simmering in the prep kitchen, bacon pulled from the oven, fresh baked artisan bread, the intoxicating aroma of steaks on a grill, and the constant background smell of onions and garlic – this can’t be replaced.

It’s funny how the intensity of the kitchen would allow every cook to forget, at least temporarily, all of the outside life challenges that they face. The kitchen was (is) a safe zone from life’s problems. At least when you are in the heat of it, you are able to concentrate on what is in front of you – this is comforting, and even with the pace of the kitchen, it feels safe.

Only those who live it will understand what I say. Only those individuals who find that the people of the kitchen are brothers and sisters will know that this place of “work” is really a safe place for them, a place where they find purpose, find like-minded individuals, and find the strength that is sometimes hidden behind those life challenges faced otherwise. This is where cooks and chefs belong and they know it. This is their home away from home, a place filled with craziness and confidence, a place where they can be comfortable in their own skin and proud of what they are able to do. I miss this.

Staring out the window – I wonder what other cooks and chefs across the country are doing right now. Without the pressure of absurd timelines, without the need to perform magic on a grill, in a pan, or plating on the line; and without the demands of a full dining room – what are these cooks and chefs doing right now?

The missing paycheck is looking over their shoulders, the empty refrigerator and pantry is gnawing at their conscience, and the uncertainty of tomorrow is very frightening – but, what they are likely most concerned with is the separation of team and missing a kitchen space that can no longer be their safe haven. I look out the window and wonder.

My time in the kitchen as a chef is long gone although my work continues as an active consultant, but when my business slows to a halt I turn my thoughts to cooks and chefs who depend on those kitchens to make them complete.

We all feel that this will end, we don’t know when, but we bide our time by thinking about a return to life as we knew it, life in our kitchen safe havens. If only we had an understanding of when. Looking out the window can be depressing, but hope springs eternal as they say, and that feeling that it will end and we will return keeps us going. When I see those cars driving by I wonder how many are filled with cooks and chefs coasting through town and waiting for the day to come when they can walk through those kitchen doors and hear, see, smell, touch and taste the life that they relish once again.

PLAN BETTER – TRAIN HARDER

The Day Will Come – Keep the Faith

Harvest America Ventures, LLC

www.harvestamericacues.com BLOG

OUR DAILY BREATH: LESSONS IN LEADERSHIP

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There has never been a more important time for leadership – not the job title – the act of leadership and the positive actions of those who rise to the occasion. It is human nature for the vast majority of people to look to a person or persons to show the way, to set the tone, to be honest and to give hope through action. Each day brings more grave predictions for what is to come and in the midst of this we receive mixed messages from those who either hold the title of leader or exhibit leadership qualities through their actions. Whom do we trust – whom should we listen to and follow?

There are people who selflessly step up and do what they believe is right, even in the absence of real leadership. Those doctors, nurses, healthcare staff members, first responders, firefighters and police, utility workers, and yes – grocery store employees who respond to their designation as “essential workers” – and put themselves in harms way to help others. At the same time – they crave leadership direction. A few governors are doing the right thing and filling the leadership void with frank, honest, organized, and consistent messages and we clamor to listen to them as we do those epidemiologists and virologists who have the historical credibility to tell it like it is, but we still feel a bit lost and confused as overall consistent leadership lags behind the curve.

Restaurant workers are typically people who rise to the occasion and respond to a need. Whenever there is a crisis – food service workers and restaurant owners start the conversation with: “What can we do?” This willingness is our nature, this is hospitality during crisis – it happens with hurricanes, tornadoes, earthquakes, fires, and floods – we can count on it. When people in crisis need to be fed – the restaurant industry responds without giving thought to the cost or even the danger – this is what we do.

We are in a crisis situation that could never have been imagined. It is a crisis that impacts everyone throughout the world. Everything else has disappeared from the world dialogue. We no longer talk about differences between world leaders, oil prices, pockets of terrorism, the pending presidential election, or other “breaking news” scenarios that filled the news cycle just a few weeks ago. Today we are unified in our common fear of an invisible enemy that threatens human survival, world economies, and the stability of governments. This is our common mission – to survive and defeat this invisible enemy.

When we see giants of leadership rise up, we breathe deeper, and even foster a smile knowing that someone is showing us the way. Who would predict that a chef, a vacuum cleaner manufacturer, a computer geek and philanthropist, and even average Americans with sewing machines would become the leaders that we need. Each one of us, especially those who have positions of authority can step up and fill the leadership void. This is a call to arms – a call to those who can take on the role that they should. Business owners, chefs, social media managers, writers, musicians, and others with a voice can be the strength that America and the world need right now.

Tell the truth; help people to understand their role, give opportunities for the average person to make a difference, unify, communicate effectively, and set the example for others to follow. Sometimes leaders rise out of necessity – they may not be appointed, elected, or hired to take on this role – they just know that it is what is required.

Here are a few that give me hope:

andres

Jose Andres – chef extraordinaire and exemplary humanitarian:

https://time.com/collection/apart-not-alone/5809169/jose-andres-coronavirus-food/

dyson

James Dyson – inventor and vacuum cleaner designer:

https://www.cnn.com/2020/03/26/tech/dyson-ventilators-coronavirus/index.html

gates

Bill and Melinda Gates – one of the original computer geeks/entrepreneurs and incredible humanitarian:

https://www.forbes.com/sites/tracywang/2020/02/05/billionaire-philanthropist-bill-gates-announces-100-million-commitment-to-fight-coronavirus-global-health-crisis/#4a6977a020be

Certainly we need sufficient personal protective equipment for our healthcare workers, more hospital beds, additional doctors and nurses, ventilators, and a population willing to isolate themselves to reduce the spread, but at the top of the list is a dire need for real leadership in all areas to coordinate and drive this effort, to set the example and tell the truth, to bring us all together and make it clear what we can all do to help. It might very well be that the most important thing we can do is to stay put and flatten the curve of infection.

PLAN BETTER – TRAIN HARDER

Look to those in leadership roles- step up if you can -do your part

Harvest America Ventures, LLC

www.harvestamericacues.com BLOG

 

OUR DAILY BREATH: AS OUR KITCHENS SLEEP

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There is no one to turn on the lights, fire up the ovens, start the groan of hood exhausts, and no one to fill the dish machine tank and three bay sink. Vendor deliveries have ceased, floors remain clean and untouched, and the clock on the wall suddenly sounds off with the ticking of time. The POS printer hasn’t come to life for a week or so; there is no smell of coffee brewing, bacon fresh from the oven, sauté onions and garlic, stock, or 109 ribs being pulled from the slow cooker. Kitchens across America are asleep and waiting to be awoken.

Kitchens without cooks to bring them to life are wastelands of stainless steel. The coolers may be empty, but it won’t take much to fill the void with meats, fish, fresh produce and dairy and charge forward. Every kitchen awaits the opportunity to play their part.

As cooks we can all close our eyes and envision the smells, sounds, heat, and organized chaos that define a busy kitchen. We crave the banging of pots and pans, the staccato of knives as they strike a cutting board, the sizzle of ingredients as they hit a scorching hot pan, the clink of glasses and china, the bark of the expeditor, the banter of cooks and the spiciness of their language, and the “yes chef” response when a directive is given. A quiet kitchen just does not seem right. We miss the cases of ingredients waiting to be rotated and stored, filleting fish, kneading dough, trimming tenderloins, peeling onions, garlic and shallots, and the whir of a VitaPrep blender and Robot Coupe. These sounds and their associated smells represent our lives, our culture, and the world where we are most comfortable.

Sure we complain about the hours, the intensity of the work, the stress, the heat, and even the slow work of those who are less committed – but we miss it. A cook’s life is a sensual experience – each human sense is poked and prodded throughout the day and now that it has been taken away, we feel less whole.

Pulling a strap pan from the oven with two 109 ribs weights over 50-pounds – we miss that. Lifting a 5-gallon pot of stock from the stove, sixty or more pounds of scorching hot broth and vegetables is a dangerous act – we miss that. Flipping sauté vegetables in an 18-inch pan is an acrobatic process as the ingredients climb into the air and then gracefully tumble back in place – we miss that. The tedious process of peeling and deveining a case of U-15 shrimp is something we also miss. Peeling onions and potatoes, pulling the skins off of garlic, mincing parsley, shucking clams and oysters, portioning steaks and marking them on a cherry red grill, caramelizing Diver scallops, or salmon fillets, and plating up a few hundred covers on a Friday night – we miss all of that.

Joni Mitchell, the magical songwriter of the 60’s and 70’s once wrote: “Don’t it always seem to go, that you don’t know what you’ve got till it’s gone?” That statement sure sums things up today – doesn’t it?

We have too much time to think about what we are missing, too much uncertainty about what may come, there is too much anxiety over our own health, and far too much sadness about what is missed. We miss the camaraderie of our teammates, the stress of a sometimes-impossible job, the pressure of a full dining room and the impatience of servers waiting for their order, and the stare that could kill from the chef when we screw up an order and need to re-fire.

The first couple of days in isolation were a nice pause from the pace of everyday in the kitchen – after that, the silence and the lack of focus was, and still is, painful. Cooks need to cook, cooks need the pace of the kitchen, cooks thrive on the stress, and cooks need their kitchen back.

Know that if we act the way we need to act to stop the spread of this virus, if we remain aware that others are feeling the anxiety of being complacent and bored, and if we do whatever we can to be there for our co-workers, family, and friends – this will end and we will return to those kitchens that lie in waiting. It won’t be the same at first, but once we step through that back door, turn on the lights, fire up the ovens, and flip the switch on the exhaust fans – it will begin anew.

Patience is a virtue that Type A cooks have little of – this is something that we will need to learn. Patience and diligence will win this battle. First things first – defeat this invisible enemy, remain diligent with our new normal, learn from the experience, and return to our kitchens with a new sense of understanding.

Restaurants are important to our society, to the lifestyle that Americans have become accustomed to, and to our national economy, but know that restaurants and the life associated with working in them is important to cooks, chefs, servers, bartenders, dishwashers, vendors, farmers, fisherman, and ranchers as well. We are all feeling the darkness of a kitchen that is currently asleep.

PLAN BETTER – TRAIN HARDER

Be patient – Be diligent

Harvest America Ventures, LLC

www.harvestamericacues.com BLOG

Joni Mitchell – from Big Yellow Taxi