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

03 Sunday Feb 2019

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

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

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

-Edna Lewis

[]         THE DRUG OF SUPERB SKILLS

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

“Skill and confidence is an unconquered army.”

-George Herbert

[]         THE DRUG OF SERVICE

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

[]         THE DRUG OF TEAM

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

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

– Amy Poehler

[]         THE DRUG OF GIVING BACK

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

-Steve Nash

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

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

– Napolean Hill

[]         THE DRUG OF ORGANIZATION

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

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

-Me

[]         THE DRUG OF WINNING THE BATTLE

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

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

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

-Vince Lombardi

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

[]         THE DRUG OF REPUTATION AND CHARACTER

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

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

-Socrates

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant and Culinary School Consulting and Training

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

COOKS, CHEFS AND THE IMPORTANCE OF TRUST

16 Thursday Apr 2015

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“We need people in our lives with whom we can be as open as possible. To have real conversations with people may seem like such a simple, obvious suggestion, but it involves courage and risk.” 

Thomas Moore

When a cook or chef enters that kitchen on the first day of work, it is as if a great test has begun. With regard to trust, there are three distinct lines of measurement: unconditional trust, no trust, or a point of neutrality and observation. Keep in mind that unconditional trust rarely happens except with siblings, best friends, parents, and spouses. Even then, unconditional trust is questionable. No trust is based on your experience with others or a pessimistic view of humankind. At best, most cooks and chefs enter on that first day to a position of neutrality.

Those who have called a kitchen their home for some time will look at new entries with guarded optimism, and those starting off will wonder to what level will those stalwarts with longevity support them, work with them, or screw them. It is a time of uncomfortable observation. Trust, after all, is earned – it is never a given.

Can this person be trusted to dedicate the time and effort to do the job correctly? Can I trust that this person’s skills are up to par? Can I trust that conversations with this person will be held in confidence? Can I trust that this individual will show up on time and be prepared? Will this person support me and “have my back”? These are all reasonable questions and very important ones. The level of trust that exists in a kitchen will have significant bearing on the functioning of the team, the quality of the product, and the experience of the guest.

When trust exists, the team is honest and comfortable dealing with situations that require problem solving. When trust exists, the team will gel and the resulting work environment will be positive and energized.   Without trust, the team will tend to work against each other resulting in an uncomfortable environment and chaos.

The single most important task that a chef has in the kitchen is the creation of an environment of trust. This is also the single most difficult task that a chef has. It is actually much easier to build this environment in a brand new kitchen with a group of perfect strangers than it is to walk into an existing restaurant with “history”. Building an environment of trust where previously there was none is a daunting task.

When a lack of organizational trust has been allowed to fester for a period of time, any new player will be automatically viewed with a questioning eye. Every decision, every step that a chef or cook takes will be measured against that festering level of mistrust. The assumption is, trust no one. Staff will either avoid interaction with the new member of the team, or even in some cases work to nurture that mistrust and stir the pot to keep the caution flags at full mast.

“Learning to trust is one of life’s most difficult tasks.”

Isaac Watts

This environment is very uncomfortable for all involved and will impact the restaurants ability to be successful. Staff members will not look forward to a day in the kitchen, will find reasons to call out, will lack the passion necessary to produce great food, and will always be looking for a different gig, hoping to find a better environment.

There are ways to approach this situation, but all of them will require time and are never free of a certain amount of pain in the process. To some cooks and chefs it is not worth the effort and “knots in the stomach” moments. To others, it is a challenge that seasoning of time can help the individual view as a mission.

The first step is to acknowledge that you (the cook or chef) do not know the cause of the current environment. What you see are the effects. Sometimes, the effects are all consuming and truly inhibit the operations ability to function. In those cases, the immediate solution may be painful and inaccurate. Clean the slate and start over with a new staff, in extreme cases is what needs to happen for the good of the business. It takes a hard, unemotional person to take this route, but in some cases there is no choice.

In other situations the progressive solution is to begin with a unifying task that will allow all team members to focus on their part of the overall job and, at least for the time being, put their mistrust and distaste for others in the back seat. During this time it is important for the chef to listen, observe, coach, train, and formulate a plan that will focus on the root cause or causes of the situation. Sometimes these causes are deep rooted and the solution may even beyond a chef’s pay grade. Sometimes it is a single person, a single act, an attitude, a poor decision, or a process that can be viewed as “ground zero” for mistrust. Once identified, the chef must decide how to approach “ground zero”. Readjusting organizational responsibilities, bringing players together to openly discuss the feelings of mistrust, a change in direction, an adjustment to a process or policy, or in some cases encouraging a person to seek employment elsewhere are options on the table. The key is, once the cause has been identified it must be dealt with. There is limited value in constantly putting out the fires of effect.

“The definition of insanity is doing things over and over again in the same way and expecting different results.”

Albert Einstein

Once the cause is identified and dealt with there will still be significant scars in the organization that will take time and effort to heal. After a poor environment of trust exists, people will remain skeptical of a chef’s next move. This is when a methodical process of team re-building must take place. This process never guarantees results, but in all cases is the same in any organization, any type of business, with any and every group of people.

You are probably thinking – wow, this is way too hard. Maybe the best decision is to start over with a new team or simply avoid working in a kitchen that is so screwed up. Maybe the best decision is to jump ship and find an opportunity that is not so contrary to welcoming a chef or cook with open arms. Good luck with that. Most organizations have some issues in this regard. Most kitchens nurture a history of mistrust, at some level.

So what are those steps in team re-building?

  1. TESTING: This phase involves guarded communication and honesty among cooks and as a result, performance is not that great. Fortunately, if you have already addressed the cause of mistrust and dealt with it, you have probably already carried your staff through the testing phase. Now they are at least prepared to talk.
  2. INFIGHTING: Be prepared for this phase. Things will get ugly before they get better. During infighting, people are vying for their position in the organization, their level of responsibility and respect. Players are open about their feelings and will oftentimes demonstrate these at the most inappropriate times. The chef must try to keep outbursts in check and provide opportunities requiring people to work together and forums for communication that can serve as both a pressure release and forum for teaching and training. This is the phase that will clearly demonstrate whether a team can succeed or will crumble. There are no guarantees that individuals or the group will survive.
  3. ORGANIZATION: If a kitchen crew makes it through infighting they have likely determined that every one has strengths and weaknesses and for a team to form they must not just recognize this, but also establish a model that focuses on people’s areas of strength and complements areas of weakness. Everyone has a role to play and if that becomes their focus then, and only then, will the team be able to accomplish his or her tasks. Whether the organization is a kitchen, a Wall Street office, a school, or a football team, the process is identical.
  4. MATURE CLOSENESS: Now that the crew has a purpose, individually defined responsibilities, an understanding of the role that each person plays in reaching goals, and an appreciation for each and every individual, and then a true team is formed. When a team works, as it should, then whatever challenges and goals are set before them, they can count on positive results. This is where a kitchen crew, a school, or a football team needs to be.

“When a gifted team dedicates itself to unselfish trust and combines instinct with boldness and effort, it is ready to climb.”

Patanjali

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

http://www.harvestamericaventures.com

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SORRY – THE CHEF CAN’T MOTIVATE YOU

18 Tuesday Mar 2014

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SORRY – THE CHEF CAN’T MOTIVATE YOU

“The chef really needs to motivate me today”. How often have you heard this type of interplay in the kitchen? People have a tendency to relegate their performance, attitude, and outlook on their job to someone else. A restaurant employee is off of their game, riddled with doom and gloom, prone to make dumb mistakes, or simply miserable to be around and thus looks to those “in charge” for a reason to change.

No person can motivate another. This is the reality that so many choose not to understand. Managers, chefs and coworkers cannot dictate that an employee or peer approach their job and their coworkers with a positive attitude, only the individual suffering from this downward approach can choose to self-motivate. All that management, the chef or that person’s peers can do is to set the stage for self-motivation.

Now, this being said there is much that the chef or manager can do to create an environment for self-motivation. If you subscribe to the age-old theory of Abraham Maslow then you understand that the first three steps associated with his Hierarchy of Needs relates to tangible areas that management and the chef can control to some degree.
https://www.google.com/#q=Maslow’s%20hierarchy%20of%20needs

Survival needs relate directly and indirectly to a livable wage. The challenge with a livable wage is that it means something different to every individual. Survival goes beyond the basics of food, shelter and clothing – it relates to the level of food, shelter and clothing that the person has become accustomed to and most importantly relates to the skill level required to perform certain tasks. What chefs and managers can certainly do is provide an environment where individuals can improve their skills and prepare for the next level position that does offer increases in compensation. Training, mentoring and coaching all play well into this formula. The second step in the Hierarchy of Needs focuses on Security. The chef has an obligation to the business to operate in a manner that enhances the opportunity for financial success. This same fiduciary responsibility will create a business climate that protects the jobs of those who actively participate in this process. If the business succeeds the employee can feel more comfortable about their job security and if these same employees contribute as expected then they can rest easy when it comes to longevity. The third level deals with a Sense of Belongingness. Building comprehensive orientation programs, using the in-house buddy system for initial job acclimation, offering on-going training and assessment and developing opportunities for staff members to interact on and off the job will help individuals feel at home with their position and allow the other members of a kitchen team to feel at ease and part of the acclimation process.

The final two steps in Maslow’s Theory are Self-Esteem and Self Actualization: both can certainly be impacted by the chef in a property, but they rely heavily on the individual’s desire to excel, work ethic and willingness to take full advantage of the positive environment that has been created by management. Self Esteem- how a person feels about themselves, their work, the product or service they provide, the perception of others and the value of their existence is one of the deepest topics associated with human psychology. Self-Actualization is in essence the ability to “be all that you can be”. The interesting point about this is that we can never really be all that we can be, so if the environment for this opportunity exists then individuals will be constantly looking at how to improve, reaching eternally for that carrot – the Japanese refer to it as Kaizen, a core principle that they live by as a culture. Not all people are equal in terms of their desire to perform, their willingness to take on challenges or to even seeing the opportunities before them. Self-motivation is exactly what it sounds like. Dictionary.com defines self-motivation as follows:

“Self-motivation. Initiative to undertake or continue a task or activity without another’s prodding or supervision. They learn a sense of self-confidence and self-motivation, and it stays with them into their adult lives.”

When self-motivation kicks in there is very little that can get in the way of a person’s progress and eventual success. It is this important trait that separates those who know they can and do from those who think they can’t and don’t. No one has control over this except the individual. Those who try to place the blame on others for their inability to self-motivate will likely never find success.

Sorry, the chef cannot motivate you is something that should be realized by the individual seeking an outside push and must be realized by the chef or the manager as well. Create the environment, hire those who will view this environment as an opportunity and recognize the efforts of those who choose to take the bull by the horns.

As a footnote it should be acknowledged that if the chef or manager fails to create the environment for this to work then the result would be stifling to those who have potential. When the environment for self-motivation does not exist then individuals with potential will seek opportunities elsewhere. To this point, Maslow fails to address some additional components of the self-motivation process. Those properties that provide the physical plant that allows cooks (in this example) to execute their craft effectively and feel pride in the product that they produce will help to set the stage for great things to happen. Additionally, those operations that have a philosophy of operation that aligns with those in their staff who have the raw materials for self-motivation – will have an added bonus of building not just successful employees but loyal ambassadors as well.

Motivation is not a simple concept, certainly not one that can be addressed in a short article, however there is typically agreement on the part of the hundreds of authors who have studied and preached their beliefs on the topic that more weight needs to be placed on the individual than the organization or its management.

PLAN BETTER – TRAIN HARDER
Harvest America Ventures, LLC
Restaurant and Culinary School Consulting, Training and Coaching
http://www.harvestamericaventures.com

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THE SIGNIFICANCE OF TEAM

16 Thursday Jan 2014

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THE SIGNIFICANCE OF TEAM

What are the differences between a group, teamwork and a true team? This definition may shed some light, however, it falls short of the real meaning of team:

TEAM – DEFINITION

“A group of people with different skills and

different tasks, who work together on a

common project, service, or goal, with a

meshing of functions and mutual support.”

Most people would agree with the interpretation offered in this definition, but does it really clarify why some teams consistently reach and exceed goals; goals that are focused on results both professional and personal? Any group can be directed to work together to accomplish a goal. This is, after all, why we have managers and supervisors. The question is “what happens in the absence of directive”?

Those of us who have experienced a real “team” situation understand how special that is. “Teams” go beyond the obvious: there is chemistry, a bond that stems from understanding, appreciation, support, dedication, resolve and friendship. This connection, once experienced, does bring about great results in the moment but also evolves into a sense of family that is just as strong as any biological family unit. Team members care for each other, are truly interested in what each member is doing and gains strength from that connection.

I spent last weekend with fellow chefs who were a part of the 1988 New England Culinary Olympic Team. I have, in previous posts, told the story of how this team came together and what we accomplished, but this weekend served as a reminder to me just how important this bond was and is. The four days we cooked together, broke bread, toasted with a few glasses of wine and simply enjoyed each other’s company, was by far one of the highlights of my year.

We became familiar with each other’s recent professional accomplishments, talked about family, and laughed constantly. We were humbled by Chef Charles Carroll’s work with “Operation Hot” in support of our troops in Afghanistan, were amazed at the work that Joe Faria was doing at Quail Valley Golf and River Club, were riveted to the stories that Michael Beriau shared about his ski patrol work outside of his culinary commitments at White Oaks Country Club and went to school watching Walter Zuromski demonstrate contemporary techniques for food preparation. It was a true demonstration of what can happen when “team” takes place.

Thank you Joe Faria and Amy Haase-Hughes for putting this weekend together. It is my understanding that the week of charity at their property will raise over $400,000 in support of children’s programs in the Vero Beach area. We were treated like kings and were proud to have contributed in some way to the success of the events.

Cooking together was so easy. It was like the 25-year separation from our group didn’t exist. From the moment we first hugged each other we were back in 1988. I wish that everyone would find an opportunity in their lives to experience this type of bonding. I feel very blessed.

The 1988 New England Culinary Team was:

Anton Flory – Team Manager
Roland Czekelius – Team Captain
Charles Carroll (pictured)
Michael Beriau (pictured)
Walter Zuromski (pictured)
Joe Faria (pictured)
Paul Sorgule (pictured)
George Higgins
Lars Johansson
Danny Varano
Neil Connolly

This weekend was dedicated in memory of the team members and advisors we have lost in recent years: Anton Flory, Roland Czekelius, Neil Connolly, John Carroll, Gino Correlli and Bud Matheson.

For more information about the team members in attendance:

Joe Faria: http://www.quailvalleygolfclub.com

Charles Carroll and Operation Hot: http://www.chefcharlescarroll.com

Michael Beriau: http://www.whitecliffscc.com

Walter Zuromski: http://www.chefservicesgroup.com

Paul Sorgule: http://www.harvestamericaventures.com

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MY OCTOBERFEST 1988 – A TEAM EFFORT

02 Wednesday Oct 2013

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MY OCTOBERFEST 1988 - A TEAM EFFORT

After the day one results in Frankfurt, the New England Culinary Olympic Team was truly energized. Mickey Beriau and Danny Varano had set the bar very high with their gold medal performances. This now became everyone’s goal and the team would rally behind each chef preparing to show.

We were not free of issues that would throw us a curve ball. I had mentioned how easy it was to get through customs on our way into Germany. That changed when they apparently read our manifests and realized that our team had brought in some proteins that were banned in Europe. We were, of course, unaware of this until they threatened to confiscate our supplies and maybe even hold us in custody. Thanks to our team manager – Tony Flory and team captain Roland Czekelius (both born in Austria) and their diplomacy we reached an agreement. Some items were discarded and customs assigned an agent to insure that each day after judging we would discard everything from our presentation tables. Additionally an important part of our pastry displays was to be sugar work under huge, custom made glass domes. These domes arrived in Germany from the manufacturer cracked. Another adjustment was in order.

Despite these set-backs the team continued to work 20 hours a day executing our programs and doing so with high expectations.

Each day brought more excitement as chef after chef was awarded a gold medal for his performance. Joe Faria worked through a stomach bug, a few items on our programs didn’t work out as planned so the team rallied to help with solutions, sleepless nights began to take their toll as evidenced by the state of the kitchen we were using each morning (the chef of the facility was beginning to regret his generosity), and it appeared that a few of our finished items in coolers found their way on to platters presented by the Austrian Team with whom we shared the kitchen. Through this, the team continued to exceed everyone’s expectations.

In the end, the team walked away with 19 gold medals, 1 silver, 1 bronze and recognition as the overall best team competing in the Culinary Olympics that year. The day that the team walked onto the stage to receive this recognition was, by far, the most exhilarating accomplishment of my professional career. Each chef: Roland Czekelius, Mickey Beriau, Danny Varano, George Higgins, Neil Connolly, Lars Johansson, Walter Zuromski, Charles Carroll, Joe Faria and myself would be changed forever.

What was most satisfying was how the team evolved from a group of individuals to a cohesive team. We respected each other’s abilities, complemented each other’s weaknesses, supported each other’s efforts, honestly critiqued each other’s work followed with help and advice on how to improve, took great joy in each other’s accomplishments but most importantly placed the team before the individual.

I have, over the years, used this model of unity and performance in everything that I have attempted, with every organization that I have worked for and with every individual who has worked beside me.

The picture on this post is that of Anton Flory, Certified Master Chef and manager of our team who set the tone for our accomplishments, mentored each of us, and supported our work in any way that he could. Whether we needed someone to brunoise a vegetable, slice a terrine, polish a platter or wash a pot, Anton was there.

Tomorrow’s post will complete the story and reflect on 25 years later for Team New England.

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Chefs and Servers with Different Motivations

06 Tuesday Aug 2013

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When chefs and service staff are not on the same page the guest experience is confused and disjointed. When I have referenced the importance of team in the kitchen I am concerned that some might think that if that “culinary island” is in sync then the guest experience will be great. Team refers to a cohesive effort on the part of all staff members to create that exceptional dining event.

What motivates your staff on a daily basis (keeping in mind that you, as a manager or chef, cannot motivate another employee. This is something that they must do for themselves)? What can you do to help insure the right customer event?

Your official job is to create the environment for positive self-motivation. This, of course, begins with selecting the individuals with the “right stuff”, orienting them to the operation and its philosophy, training with gusto, investing in providing the right tools, creating forums for open communication between all team members, empowering people to make decisions, recognizing people for their role and thanking them for going the extra mile, setting the example for others to follow, providing honest critique and when necessary demonstrating how to correct areas that need attention. The most important piece is creating ample opportunities for open communication.

Chefs are typically motivated by the creative process. Their motivation is the tactile process of work that brings an idea to fruition on the plate. The hard facade that often accompanies the image of a chef is really just a protective crust that hides the fragile artist underneath who takes real pride in bringing out flavors, presenting their art on a canvas (plate) and seeing clean plates return from the dining room. That mis-step that brings excellent food to ordinary, incredible ingredients to ruin, fresh food to something that is dry and inappropriate or a smiling guest to the unhappy recipient of a plate of food that is below their expectations is devastating to a serious cook or chef. Self-loathing happens on a daily basis among cooks and chefs who are serious about their craft. As “up” as they may be when things go right, the lows are pretty severe when they don’t. They eat, drink and sleep “food”, their closest professional companion. They relish incredible ingredients and bow to those who are able to make magic food out of what they are given to work with.

Servers are certainly pleased when guests are happy with their experience, however, the compensation system that restaurants have adopted for waiters drives them to work for the reward of a great tip. In the end, it is the gratuity that demonstrates to the server that they have performed at an acceptable or greater than acceptable level. It is rare to find a server today who is just as pumped about food as the chef. You rarely see a service staff member blurry-eyed from reading cookbooks until 2 a.m. or spending their day off hanging out at other restaurants to help refine their craft. We (restaurants) have not created the community of food lovers who know as much about the ingredients, cooking and flavor profiles as the chef. This is not the fault of the server, it is the fault of leadership not paying attention to how critical it is for chefs and servers to share a similar passion. Without this passion and commitment, the guest experience is disjointed.

On those rare occasions when I have experienced a restaurant in complete sync, it is incredible to sit back and watch what transpires. Cooks and service staff carry on conversations about food, other restaurants, as well as wine and food/wine pairings they have experienced. The staff meal is a collaborative event with front and back of the house laughing, sharing stories, quizzing each other on tonight’s preparations and truly enjoying each other’s company.

The end result is always a better customer experience because service staff and cooks are truly interested in how the food is perceived, how the flavors marry with that wine that the sommelier suggested, and how many times the guest pulls out their smart phone, not to talk, but to take pictures of the food.

When chefs and servers share the same inspiration, the guest can feel it. These rare restaurants are always first on everyone’s list when it comes time to make a reservation.

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PROFESSIONAL COOKING IS A TEAM SPORT

10 Wednesday Jul 2013

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The cadence of orders in a busy kitchen seems unrelenting. A staccato clicking from the point of sale printer sends out a drum roll of orders while the expeditor calmly, yet seriously calls out tickets in kitchen lingo to the battery of cooks on the line. They in turn signal back receipt of the order by either repeating it or simply saying “yes chef”. Ordering, fire, picking up, re-fire, I need an “all-day”, is part of the script that every professional cook understands and responds to with surgical precision. Orders are pre-fired and finished, plated as per the accepted design, edges wiped, placed in the window, inspected and finished by the chef/expeditor and passed on to servers in a seamless stream of syncopated and rehearsed activity.

To watch this interplay is truly amazing. The orchestration by the chef/expeditor is possible because everyone on the line is in sync. To allow this magic to occur every cook must be on their game. They must have impeccable mise en place (prep and organization), must know not just the details of their station but that of every other station, they must have the desired flavor profile of each dish embedded in their flavor memory, and must approach each single plate as if it were their personal work of art that makes a statement about their abilities and passion for food. Each cook must accept their role and understand how important their role is to the whole. They must respect the chain of command and never question directives from the chef, and must at all costs maintain the desired quality of their work. They must support those who are “in the weeds” and be comfortable asking for help when they see the same issue creeping into their station.

When it works, the busy kitchen is a beautiful thing. WHY? Because this group of cooks has become a team, not unlike any other professional body with a focused mission. Football, baseball, basketball, hockey, the military, or for that matter any driven business adheres to the same “call to arms”: Understanding, acceptance, discipline, preparedness, practice, respect, passion and common goals = TEAM. TEAM = SUCCESS.

Contrary to what you see on these very un-realistic television “reality cooking shows”, kitchens cannot work when there is a lack of any one of the aforementioned components. Chefs who yell and belittle do not inspire great cooking. In fact, this will do just the opposite. This type of chef (and I use the term loosely here) will create an environment of winners and losers and survival of the fittest. The result will almost always be chaos, back stabbing, inconsistent food, and unhappy guests.

Effective chefs can learn from those leaders in any business who aspire to create a team environment. To do so will lead to a cohesive group of committed, proud, supportive and successful cooks. These individuals will relish the opportunity to work in such an environment and treasure their employment as a result. Great teams = longevity among a restaurants cooking staff.

Given the chance, every diner would benefit from touring the kitchen of a restaurant they choose to dine in. If the operation is clean, if the cooks seem focused, if they are able to occasionally smile and if the chef works like a coach whose job it is to support, encourage and orchestrated, then I can assure you that the food will be great.

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