I visited Shawn Loving, CMC, Executive Chef at the Detroit Athletic Club, to connect with him in his newly designed kitchen. Shawn has benefited from exemplary leadership within the sports industry, motivating him toward continuous improvement. Upon entering his kitchen, one immediately observes an atmosphere marked by tranquility, pride, professionalism, cleanliness, organization, respect, accountability, and a sincere concern for others—qualities that distinguish it from many kitchens depicted on television or those assumed by the public through traditional stereotypes.
Chef Loving has developed a distinctive and authentic approach that is readily perceived but difficult to articulate. While his style comes naturally to him, it may appear unfamiliar to others. His kitchen reflects both his personality and his commitment to advancing the industry. His reputation is well regarded among colleagues, often eliciting smiles in response. Navigating professional discrimination can be an ongoing challenge, as each individual shapes their leadership style through past experiences. For me, this environment was unfamiliar—not because of its discipline, but because of its genuine sense of inclusivity. Chef Loving demonstrates the ability to foster growth and confidence in those around him. In short, you can feel it more than see it, which is not traditionally how success is measured.
In my travels, I have observed a lack of authentic leadership, particularly among key positions in private clubs. Under scrutiny from members, leaders often become reactive managers focused on tasks rather than visionary professionals. This may also be linked to early experiences, as Gabor Maté’s work suggests that childhood trauma can lead to dysfunctional adult behavior. Leaders are shaped by their mentors and often adopt much of their style and values. These reactive tendencies seem evident in key roles such as General Manager and Executive Chef, where the emotional bias of membership can become a significant measure of performance.
Membership committees often stress the importance of selecting their next Executive Chef, but the real starting point is supporting and valuing the club’s General Manager. People are motivated by people, yet members sometimes overlook hospitality’s core value: the community within their club. This can stem from a results-driven culture or from not having experienced meaningful investment in themselves, perpetuating a cycle of fear and blame. When Executive Chefs are asked what they require from their General Manager, they often request resources such as staff or equipment rather than trust, support, involvement, and guidance. While these resources help accomplish the work, support remains the most crucial factor.
Clubs often describe themselves as “feedback-rich environments,” requesting loyalty from the Executive Chef through the next phase of their career, while tolerance is no longer prioritized. Staff interviews reveal that members frequently expect significant improvements within weeks rather than months. Society’s reliance on instant information has contributed to this impatience across many aspects of life. While members’ desire for quick results is understandable, this dynamic makes Chef Loving’s achievements even more impressive.
How can a chef be expected to demonstrate patience toward others if that same consideration is not extended to them? In my experience, this begins with the General Manager. Ultimately, individuals choose to work for people rather than organizations, and many clubs do not fully appreciate that Executive Chefs have options but will remain where they feel valued. The Detroit Athletic Club, for example, has had only a few Executive Chefs throughout its distinguished history. Chef Loving succeeded a long-serving Executive Chef, emphasizing the critical importance of a positive organizational culture.
Two self-defined missions are visible in Chef Loving’s kitchen—principles that are not lost amid the volume of meals the Detroit Athletic Club produces each day.
A Mission to Move Others Forward
Upon entering the kitchen, I observed four professionals who are autistic preparing vegetables under the supervision of a program leader. This initiative, recognized as a Rising Star Program and supported by local communities, is hosted in the Detroit Athletic Club’s kitchen among other city locations. The experience was particularly meaningful to me, as the daughter of one of my greatest mentors participated in our pastry shops through a similar concept-based program. When I inquired about these team members, Chef Loving’s voice cracked as he responded with notable pride and joy for their presence.
What makes this program even more remarkable is that Chef Loving inherited—and now collaborates with—a well-established city union. His approach, exemplified by initiatives such as the Rising Star Program, addresses union roles thoughtfully. It is important to note that utilizing unpaid labor can pose challenges to cooperative relationships between unions and for-profit businesses unless both parties clearly understand one another.
Have I Left It Better Than I Found It?
Chef Loving has fostered a culture of respect among staff, building upon the foundation established by previous Executive Chefs. My own experience working with unions has strengthened my leadership skills, encouraging me to pursue consensus rather than exclude differing perspectives. Chef Loving collaborates actively with the kitchen union representative to advocate for individuals who may lack representation. The Detroit Athletic Club does not experience the staffing shortages often seen in many cities, which reflects the realities of the industry. Ultimately, successful teams are built on strong relationships among their members.
My benchmarking process involves observing and learning from those who achieve what once seemed impossible. Chef Loving exemplifies how a culinary platform can be used to create solutions for a better society.
