If you’ve seen Hamilton, or even if you haven’t, one of the most memorable lines is, “I want to be in the room where it happens.” Too often, chefs are not in that room. Sometimes it’s because they’re not invited, but I suggest it’s often because they find reasons not to be.
As artists and leaders in the kitchen, we often find reasons not to be there. We’re too busy. We don’t have the time. The staff needs us more. It’s a nuisance we’d rather not deal with. I suggest that these excuses keep us from being part of many decisions that directly affect our operations, our well-being, the well-being of our staff, and the betterment of our operation.
Whether we like it or not, we start at a disadvantage. First, the Golf & Tennis Directors do something the members want to do but can’t. The Grounds Superintendent does something they don’t understand, and the members simply take their word as gospel. These individuals not only see but interact with the membership daily, keeping their issues front and center. Secondly, everyone believes they can cook a steak, and most think they can do it better than we can. Third, we are behind the scenes. Our operation is rarely seen, and areas not seen are forgotten. Fourth, though we have improved, we are not very good at promoting ourselves.
In my career, I admit, I was guilty of all the above, and it took me too long to realize how important it is to be out in front and “in the room where it happens.” When I finally figured out the importance of being in the “room” and engaging with the membership, I found getting the support needed for equipment, infrastructure, and my staff was infinitely easier when the members became my advocates.
Here are some approaches I used to gain the support we needed. Hopefully, you are already taking some of these steps, and if not, you can implement them to elevate your program:
- Join the Committee Overseeing Food and Beverage: Make it a priority. Yes, these meetings may seem to be at the most inopportune times, but as a leader, you should manage your schedule to carve out the 1–2-hour period monthly to be there. If your staff needs you and you have trained them correctly, they should handle your absence for 1-2 hours. If not, you may have larger issues. By being in the “room”, you can explain how the operation works, the challenges you face, and educate the committee that there is more to cooking a steak than turning on the grill.
- Invite Members into the Kitchen: Invite committee members to see the general chaos of service on your busiest night. Let them see how you and your team handle the pressure, the modifications, and the “dance” that happens every night. It will give them a new perspective on the pressures of running service and that there is more than turning on the grill and cooking a steak.
- Tours of the Kitchen: Invite the membership at large to tour the kitchen. Ensure it is clean and organized, but show them the deficiencies and areas that need attention. This can be embarrassing, but until they see it, they cannot understand the challenges you face daily.
- Start a Chef’s Table Program: Most chefs’ tables aim to showcase skill and elevate the member’s experience. This is valid and helps make fans of your members. Additionally, it allows members to see the inner workings of your operation and the daily challenges.
- Spend Time in the Dining Room: Don’t just visit members who love you. Spend time with more challenging members. Turning them into raving fans is more important than appeasing those who already are.
- Engage with Clubs within the Club: Invite groups like the bridge ladies, tennis groups, morning golfers, pool moms, etc., to lunch. Sit and listen to them. This is a great way to gain insight and make them feel included. These groups may not be your “Foodies,” but they can become great advocates for your program and needs
By taking these steps, you’ll not only enhance your visibility but also gain the support necessary for your kitchen and team to thrive. Remember, being in the “room where it happens” is essential for your success and the success of your operation.
