Most of us “old timers” grew up in a completely different culinary world. We would show up early for our shifts, work off the clock, get berated for mistakes, witness chefs throwing plates across kitchens, and endure yelling, all for the minimum wage that the restaurant could afford, just for the prestige of including that restaurant’s name on our resume. Often, these kitchens didn’t produce chefs who could think for themselves but rather trained robots executing tasks day in and day out. Oh, how times have changed, and for the better, I say.
There’s a lot in the media and societal discussions about how the next generation is weak and lacks the grit to endure what many of us went through to succeed. But I wonder if this new generation is stronger for not tolerating the slings and arrows we readily accepted because that was how things were. Were we the weak ones for allowing this to be the case? Are they stronger than we were for ending this and establishing new rules?
These “new rules” require a completely different approach to managing kitchens. We, as chefs, must be more flexible, open-minded, and engaging. Engaging our staff is key to keeping our team cohesive and productive. A human’s primal instinct is to feel respected, appreciated and needed. We can create a productive team with buy-in by fostering these instincts and meeting these needs. It doesn’t work with everyone, but as it becomes a habit and more staff invest, even the naysayers will tend to buy in, driven by the instinct or desire to avoid the feeling of being ostracized and not part of the group.
To get your team to “buy-in,” I find giving each individual a voice in some decisions is essential. People crave ownership. When developing new menus, involve the team. Ask for their thoughts and direction. If their direction doesn’t align with yours, guide them through the process to a point of alignment. At worst, they come to the table better equipped to contribute more effectively next time. I frequently use this approach with my executive staff to give them “ownership” and train them in crafting menus that align with the spirit of our operation. Be careful not to come across as condescending during this process. Your role is to mentor. Any other reaction may cause a team member to withdraw and participate less in the future. Also, do not let the input compromise your standards, or you risk losing the essence and direction of your goal. Work with your team to develop something great they had a hand in creating.
Apply the same approach to plating. As chefs, we all envision the food we want to create. Once the recipe development is settled, we naturally shift to the more artistic aspect, plating. We have ideas for plating, but how often do we ask our staff for their opinion? How often do we let go of a bit of ownership to include others in our vision? Before plating, ask your staff for their thoughts. If they offer nothing, ask if they are proud of the finished result or if they think changes should be made. I’ve found that nine times out of ten, staff involved in the design process are more invested in the entire process.
When it comes to systems in the kitchen, please engage your staff. Asking a dishwasher if they think a certain system is effective or for their insight on a new way of doing things can be incredibly effective. Our staff are the ones who repeat processes daily. Ask for their opinions. This gives them a sense of buy-in and shows that you value their opinion, and if their idea is insufficient, you can explain the logic behind the process, turning it into a learning experience.
Every week at the Club, we have a kitchen SOP meeting to discuss basic aspects of our operations, upcoming events, safety, and any concerns my team might have. I conclude the meeting by asking if there’s anything I or my management team can improve. This shows the group that I, too, want to improve in every way and care about their experience working at the club. Rarely does anyone contribute, but it allows my team to see my vulnerabilities and that I, too, am human.
We have all worked too hard to be in our positions. We have all sacrificed for our vision and the happiness of others, and we continue to do so. Please remember that those around you make that sacrifice with you; perhaps a little bit of ownership could go a long way.