“Time” has always been a highly valued currency.
In most organizations, the Executive Chef holds the most demanding position. This role is defined by long hours and a relentless pace in often brutal environments. The focus on networking at the upcoming Chef to Chef Conference highlights its importance, serving as a gentle reminder of networking’s myriad benefits. Our mentors described this as giving back, but it often seemed more like self-promotion than learning. I have come to appreciate the subtle benefits of learning that occur while sitting with colleagues, during demonstrations, and in educational sessions.
Industry networking enhances our competitive drive and fosters improved fellowship and support for philanthropic causes. However, it requires time – a commodity most chefs have in short supply. Regrettably, many clubs judge chefs not by their effectiveness but by the number of hours they work. To avoid being doomed to seventy-hour weeks, we must learn to accept challenging feedback positively. I recall being questioned by my previous General Managers about my presence during a customer’s food complaint—a paralyzing inquiry that leaves a chef uncertain about the right time to leave.
During interviews, I ask chefs about their professional relationships and inspirations. Cookbooks often lead, followed by social media, dining, and travel experiences. Cookbooks are organic learning tools, gifts from our mentors. It took years to grasp the significance behind the authors and topics of these books. Now, their applications seem entirely different.
Chefs often mention their association with organizations, which brings them pride and joy while extending their industry reach. Most accomplished chefs understand that distancing themselves from their fraternity makes staying relevant or understood more challenging. A chef’s ability to recruit depends largely on the time they invest in activities outside the kitchen, especially in the private club sector where their talents aren’t widely publicized.
As apprentices, we knew the names of Olympic Chefs before their workplaces, drawing many to their kitchens. Chef Handke, for instance, didn’t join the Olympic team for recruitment purposes, but his organization greatly benefited from the interest his involvement generated.
There are numerous avenues for a chef to pursue, including culinary competitions, ad hoc teaching positions, student competitions, authoring, and volunteering. These activities give a chef a voice in the industry. However, can a chef be involved when they are short-staffed? Prioritizing work is essential, but greater recognition and understanding of the chef and club can help alleviate staffing issues. Thus, volunteering, though risky, is crucial.
To manage the challenge of industry involvement, our leadership team divided up our areas of influence. As General Manager, I would take on CMAA or national organizations, while the chef focused on culinary matters at both local and national levels, with marketing and catering at the local level. Our annual KPIs included memberships and positions in these organizations. What isn’t measured can’t improve, so extending our industry reach was vital for our club’s success.
A key question for chefs is whether their organization fosters a culinary culture. Is their kitchen a coveted place for young culinarians as part of their career path? Every local town or city has those renowned kitchens that the culinary underground discusses. These are the culinary Mount Rushmores that propel young professionals’ careers.
When mentoring Executive Sous Chefs, I listen for their understanding of the influence of the Executive Chef title. At this level, an Executive Chef represents those with limited voices, addressing organizational needs and influencing superiors for support. They are also key in driving education, innovation, and visionary strategies for all culinary matters. While the team contributes to these areas, the executive organizes them.
In a recent networking session, the Executive Chef discussed the key benefits of networking and how to strategize “the why” behind the commitment of time and energy. The session identified three key stakeholders: Operational (Action) for efficiency, Professional (Amplify) for building knowledge and expertise, and Strategic (Anticipate) for enhancing contributions and gaining influence. The highlight was discussing Executive Skills, which involve lateral and vertical relationships beyond one’s typical interactions.
The story’s moral is the importance of staying involved and giving back, both to maximize one’s talents and to improve the industry for a better future.
