The art of menu writing is one of the most complicated jobs an Executive Chef has. Unfortunately, in the spirit of team-building, this privilege is given to beginning chefs. Recently, when I was in a club’s kitchen, a cook proudly presented their own combinations. The product did not make culinary sense in terms of technique. When I raised this concern with the Executive Chef, he stated, “We encourage our team to develop their own creations as a means of empowerment.” However, concerns about staff retention appeared to compromise member satisfaction.
Most top chefs look back on their early dishes and see mistakes in technique, flavor, or description. These errors are worked out in practice and shared among the kitchen team, not with customers or guests. Despite this research and development reality, numerous clubs are permitting young chefs to feature their creations on menus without tastings. These inexperienced culinary professionals often assemble dishes based on personal preference, rather than adhering to established combinations and proven customer profiles. While innovation is valued, not all novel concepts necessarily translate into successful offerings.
During our formative years, we diligently replicated the menus, techniques, and ingredients of the Executive Chef, submitting our work for constructive critique. This process enhanced our comprehension of culinary science and deepened our appreciation of how flavors, textures, and components interact harmoniously. It was common to prepare dishes multiple times—often as many as 20—before one would earn the Executive Chef’s approval and be included on a menu. Even while serving as a judge for the Certified Master Chef examination, I have observed candidates remarking that it was their first attempt at preparing certain dishes. Under pressure, individuals can succumb to insecurity, prioritizing creativity over technique, much to their detriment.
As an Executive Chef, I permitted the Fine Dining Chef to develop his menu. Our Specialty Chef prepared the majority of his menu, and I was responsible for reviewing. Both chefs had worked with me for several years establishing trust in their palates. As for the rest of the restaurants, I wrote the menus on a seasonal or annual basis. With our higher-volume restaurants, less change and more consistent items minimize financial risk. Mise en place plays a critical role, as an unbalanced sales mix can result in increased labor and food waste. In most of these restaurants we had junior Sous Chefs, so having the Executive Chef work with them directly created pride and joy. Pool and beach restaurants always served more guests than our Michelin-starred restaurant. The fast casual touched most if not all the guests or members, and great chicken tenders are appreciated by all ages.
Our daily specials follow a specific process; all practiced before being placed on the menu, and if they prove successful, they may be included in future offerings. Developing cooking “muscle memory” is important; introducing too many unpracticed specials can disrupt timing across the line and service. While guests appreciate a wide selection of specials, those that have not been practiced tend to cause imbalance among staff, resulting in inconsistent timing and presentation.
I always wrote the banquet menus; in fact, it was my job due to the financial importance. In situations where the Executive Chef writes and assigns these tasks, more advanced techniques may be incorporated to present a challenge for chefs specializing in Garde Manger or banquets. Prior to each season, significant time is invested in refining banquet menus for the upcoming year, with prices regularly adjusted. Food cost issues frequently occur when catering departments do not update their menus for extended periods. Countless clubs mention that catering writes the menu, due to the chef’s timeliness of requested menus. Menu writing is privilege and should never be released.
During my Ritz Carlton days, one General Manager invited me to breakfast at the Waffle House. While seated at the counter, he explained that its business model was exemplary, noting that every menu item is meticulously timed and prepared on the flattop, or “planche” in classical terminology. He drew a parallel to L’Atelier De Joel Robuchon, which utilizes a similar planche and Asian counter arrangement. At both establishments, the preparation of each dish is governed by specific timing and efficiency, allowing guests to observe chefs skillfully crafting their meals. I guess Waffle House was the first chef’s table—who knew!
Many aspiring chefs often overlook the importance of this timing, focusing solely on assembling ingredients. In professional kitchens, efficiency is emphasized—whether preparing meals for five, fifty, or five hundred, organizational skills are paramount. Like art, refining a dish by removing unnecessary elements enhances its simplicity and elegance, while minimizing touch points increases speed, consistency, and ease of preparation.
Collaboration is valuable, and mentoring emerging talent is vital. However, it is irresponsible to serve dishes that lack thoughtful conception. Executive Chefs must uphold quality standards to ensure an exceptional experience for members. Menu writing by experienced hand ensures the integrity and excellence of the dishes served.
