I recently watched an ESPN interview of an aircraft carrier commander, who was asked about today’s soldiers. She expressed confidence, saying, “our world is in great hands with these young men and women at the helm.” She then reflected on her own experience, noting that trust in her leaders—who valued hard work, dedication, and attitude above all else—led to further success and opportunities.
Balance must first take a backseat to unyielding focus, commitment, and dedication. This focus must be internalized individually, which may manifest into momentary resentment of those who push them.
As a professional, my greatest accomplishment has been in the development of others. Students, interns, cooks, and managers alike were challenged to demonstrate their commitment to themselves, then to our organization. Our kitchen was not for everyone, but nothing in one-size-fits-all.
Owning Our Job
My first Sous Chef job was under the Greenbrier’s Master Chef. Winter was off-season; staffing was at a minimum. Just promoted, Chef took his customary vacation. With only two of us, I worked split shifts including weekends for three months. His final words to me: “Lawrence, your schedule will not change until spring.” While I understood his request, this concept would take years to realize.
This same philosophy 10 years later allowed me to have Sundays off when I was an Executive Chef myself. Empowering the Executive Sous Chef with the same ownership I felt all those years ago. The first lesson of work-life balance is through leadership. Many executive chefs feel guilty about taking any time off, which leads to burn out.
Of course, Chef’s guidance extended beyond leadership, challenging me to emulate his mastery of flavor profiles and techniques. He demonstrated his dishes, provided recipes rather than asking me to innovate prematurely. Creation was on my own time, practicing flavors in dishes while waiting for his critics.
These lessons came forward when I encountered a pool restaurant manager who told me he would write the restaurant’s menus. I had just started and practiced with the previous chef. Two months before opening, I produced, designed, and trained staff on the new menu, explaining to him that we owned the privilege of writing menus.
The Greenbrier chef had taught us that a chef must be the author, not distinguishing that ownership. This approach was about owning our job, not old-fashioned control. In fact, I had gone to work for him to learn these very techniques. Through this exercise, he expected us to refine and present our craft so someday we could innovate.
This is fundamental to any budding chef’s role. Surrendering menu responsibility to accommodate others’ wants or needs contradicts their growth in culinary excellence. Catering professionals often mention they write menus for the kitchen. This dangerous habit releases both the catering professional and the kitchen from ownership, and for that, the members suffer.
Trust and Understanding
At only 23 years old, I had become that Sous Chef, assuming ownership of the Greenbrier apprenticeship program. Past program successes provided me with direction and confidence. A clear vision and trust from Chef to do the job help fuel my drive.
Today, I often advise young managers to relish being in charge. Enjoy making decisions, no matter the outcome. Embrace your mistakes, learn from them, and avoid repeating them. Keep in mind: Everyone desires and needs someone to be in charge. While they may not admit it, they will appreciate your decision-making on behalf of the team.
During this demanding winter of 1988, when I worked split shifts day after day, I found joy because Chef was in charge. We functioned as a cohesive team, and I understood my role in executing the tasks at The Greenbrier for those three months.
This brings me to my primary point: Purpose creates joy. When there is trust and mutual understanding, self-satisfaction can be achieved.
