As club chefs, we must maintain various relationships across our clubs. We must put ourselves out there to build relationships with everyone, particularly members. However, one of our most important relationships is with our general manager. It’s essential to begin this relationship on good footing and to spend time nurturing it regularly. A positive, productive working relationship with your general manager will make you more effective and connected with your membership. You will better understand each other’s challenges and how you can contribute to building a strong team.
Trust, honesty, and mutual respect are the most important contributing factors to a relationship with your general manager. Starting your relationship with these at the forefront will help you succeed in building a solid foundation that will develop into a strong connection, making both of you better at what you do.
I do not allow my general manager to be blindsided by anything negative. If I’m aware of a complaint or issue, I contact him directly to explain the situation, how we attempted to resolve it, and any other pertinent information he may need. Typically, I do this via text if it’s late after dinner service. Even if he doesn’t respond, I know he will see it first thing in the morning and be aware before he gets to the club.
Many people avoid this “airing of dirty laundry,” but I don’t. I want to avoid a situation where my general manager comes in the following day to an email, phone call, or visit from an upset member, unaware of the problem. This lack of awareness can result in being unable to speak from an educated position about the issue or say anything besides “I’ll look into it and get back to you.” Allowing him to be blindsided can make him appear out of the loop regarding something important enough for a member to complain about. It bothers me when my sous chefs know something important but don’t pass it along to me for whatever reason. Then I’m asked about it the next day and am behind the eight ball trying to figure out the problem. This diminishes the foundation of a strong team and can eventually introduce mistrust or resentment due to a lack of communication. We must maintain this type of communication without either side getting upset or defensive. This trust between the chef and general manager is critical to building a world-class team.
When you and your general manager trust each other fully, it gives you the confidence to solve problems and go above and beyond to make our members’ experience as great as possible.
During our busy season, there are days when my general manager and I will go five to seven days without speaking more than a few words to each other. It’s not by design; we try to talk daily, but deep, forward-thinking planning discussions are challenging when we’re both busy. I understand this; I’m confident he has my back and trusts me to do my job correctly. In case of an emergency, he knows I will get in touch with him right away.
To bridge this communication gap, I keep a running list of topics I want to discuss with him. I save it on my desktop as “Discuss With Matt.” This list gives me a place to jot down my thoughts, ideas, etc., so I remember them when we meet. I also use it as a reminder of topics I need to follow up on from our previous discussions. We both recognize when too much time has passed without catching up, and we make it a point to schedule time together. This way, we can have each other’s undivided attention and delve into critical topics for the club’s future.
After these meetings, I feel more grounded and aligned with the club’s goals. I better understand what’s happening around the club and how that may impact the culinary department. Following these meetings, I usually update my sous chefs to inform them about our general direction, what needs improvement, and any feedback from the general manager. Keeping them updated helps them stay connected to the operation’s overall vision and provides a clear understanding of our strengths, areas for improvement, and future focus.
The relationship between you and your general manager encompasses various aspects. The two I have focused on mean the most to me and have helped me develop a positive and high-functioning relationship with my GM here at The Forest Country Club. Your situation may differ, but taking time when you start at a new property to learn about your general manager’s background, experience, and management style will assist you in crafting a successful strategy to develop a solid and successful rapport. I am thankful that my general manager and I have built a great relationship. It aids in making us both more successful in our roles.
Yet, like any relationship, whether professional or personal, it takes the effort of both parties to maintain its strength.
