“Lawrence, did you look, or did you see?” the chef yelled.
He valued my eye for detail and was always focused on “finding proactive resolutions.” It was a perfect example of balancing our love for cooking with the less passionate aspects of the job. It resonated with Stephen Covey’s advice: “Focus on the twenty percent that will get you the eighty.” Prioritizing the most important tasks is essential because chefs love to be “hands-on,” yet there’s always more to juggle.
This concept often surfaces in interviews when committee members ask Executive Chef candidates, “How much time do you spend cooking versus handling administrative work?” It’s a fair question for those who’ve never been in the kitchen or only watch the Food Network. The truth is, the answer changes daily—sometimes even hourly. With careful planning and delegation, chefs can balance both roles effectively.
When celebrity chef Michael Voltaggio visited our kitchen, I told him to be a cook for as long as possible. Cooking was his first love, and we both knew that the further up you move, the more cooking becomes a privilege. His visit motivated our kitchen to be in the “right place at the right time,” which means, “do what you’re paid to do.” When a Sous Chef chose to cut vegetables instead of managing, we’d say, “those are some expensive vegetables.” It was a playful way of reminding them of their value and role in the kitchen’s success.
Prioritization also comes into play when asking, “Did you check the restaurant during or between service?” The difference between being effective and merely completing a task is critical. We wanted our leaders to be the second set of eyes—observing, determining solutions, and bailing the line out when needed. Actions like these build trust and loyalty during overwhelming moments.
Every day, our team had individual schedules that ended differently. Priorities determined what could be delegated, what was non-negotiable, and what required risk-taking to achieve the desired outcome. This is where the phrase “start with the end in mind” came from.
Our management approach involved assigning tasks with a defined backup plan. The philosophy is that all tasks are important, but priorities can change. One thing to avoid delaying is meetings, as they often involve strategic vision. When meetings are held, there must be a chef present; otherwise, the kitchen’s proactive voice is lost. To prevent this, we ensured that two chefs could interchangeably cover meetings, as business was always a priority.
All effective leaders grapple with demands on their time, often repeating the saying: “Ask a busy person for help—there’s a reason they’re busy.” These leaders become demanding taskmasters of themselves first. Leadership is lonely, something most don’t understand until they ascend.
In highly functioning organizations, each department has its own priorities. When these are brought together in leadership meetings, the entire company aligns around a shared mission. These sessions are vital for eliminating siloed thinking and building trust within the culture.
Starting as cooks, we measured satisfaction through our results. These task-based activities got us promoted, but as Executive Chefs, we had to balance today’s needs with planning for tomorrow. Our success at that balance formed the foundation of a positive culture.
Culture, that elusive and often misunderstood word, is not just a “soundbite” or a “band-aid” for tough discussions. Many don’t know its true definition or haven’t experienced a strong, vibrant culture. It cannot be created out of thin air or changed easily. No one individual is solely responsible, yet everyone participates. Those who have worked in great cultures know that you simply follow its rules.
For an Executive Chef, measuring effectiveness within a culinary culture means prioritizing the staff, being in the right place, supporting others, and honing the craft. Without a great daily product, future strategies are useless.
In closing, effective leadership is like the great conundrum of “work-life balance.” It’s about adapting around the unexpected while managing a proactive, measured plan—and doing it each and every day.
