Ensure success in high-pressure environments by prioritizing thorough preparation (having all necessary resources ready) and maintaining constant, clear communication among the team.
Adopt a hospitality philosophy that emphasizes taking care of both employees and guests, fostering a positive environment for everyone involved.
Don’t skip foundational tasks; master basic skills (e.g., peeling potatoes, filleting fish) through extensive repetition to achieve true proficiency and craftsmanship.
In any field, it’s important not to get to the top too quickly, suggesting a value in a gradual ascent and gaining foundational experience.
Consider spending significant time (e.g., multiple years) in a few key roles or organizations to deeply hone your skills and develop a strong sense of ownership.
If you have a strong desire for full creative control and ownership, aim to build your own venture from the ground up, encompassing both physical and philosophical aspects.
Establish multiple ’lines of defense’ or checkpoints where products (e.g., food, wine, cocktails) are tasted, checked, and signed off on before reaching the customer, to prevent negative experiences.
Perform small, unexpected acts of service that are not part of the standard process (e.g., putting money in a guest’s parking meter, getting a newspaper) to drastically improve their experience.
Design your operations and hiring around the best interests of the customer, even if it means accommodating more variation and deviating from rigid business processes.
When catering to specific customer needs (e.g., dietary restrictions), commit to doing it your way and making the accommodated option even better than the customer’s original perception or expectation.
Conduct daily ’lineups’ or small team meetings with staff (both front and back of house) to discuss the day’s plan and ensure everyone is aligned.
Hold end-of-night lineups or debriefs to communicate what went wrong, addressing issues as a team or individually to prevent recurrence.
Use manager recaps to ensure significant problems from the previous day are identified and addressed first thing the next morning, aiming for resolution before operations resume.
Invest time in coaching employees and having direct, sit-down conversations about their performance, rather than just yelling or reacting.
Even when a failure seems ‘black and white’ (e.g., burning food), pause to understand the underlying reasons (e.g., newness to a station) before reacting, often indicating a need for better training.
Be cautious and intentional when placing new staff, ensuring they are not put in positions where they are likely to fail, especially when good staff are hard to find.
After coaching and training, communicate when certain issues are no longer acceptable and employees are expected to resolve them independently, setting clear performance boundaries.
Lead with a positive and constructive attitude, recognizing that a ‘pissy mood’ is ineffective and counterproductive for motivating a team.
Refrain from kicking, screaming, or throwing things when problems arise; recognize that such reactive outbursts are unproductive and not worth the negative impact.
Focus on making every guest experience special, going beyond the basic transaction to create memorable moments, especially for celebrations or unique occasions.
Observe and listen to guests to anticipate their unspoken desires (e.g., ice cream for kids, a taste of a special house-made item) and offer unexpected complimentary delights to enhance their experience.
Be flexible and adapt the pace of service (fast or slow) based on the customer’s specific needs or occasion (e.g., business meeting vs. date night).
Invest in meticulous sourcing (e.g., local farmers, milling flour in-house) and craftsmanship, even if customers don’t always realize the effort, as it contributes to making the best possible product.
Prioritize direct sourcing methods, like sending staff to farmers’ markets to hand-select the best ingredients, even if it’s more time-consuming and costly than bulk delivery.
When creating dishes, aim to combine sweet, sour, spicy, salty, and crunchy elements to create ‘peaks and valleys’ of flavor that make each bite exciting and dynamic.
Find creative inspiration by engaging with seasonal ingredients, using tactile experiences (touch, smell), and allowing sensory inputs to trigger memories or new combinations.
When a creative need arises, actively force yourself into a tactile, sensory exploration of available resources (e.g., ingredients) to spark new ideas, even if inspiration isn’t immediate.
Allow for accidental discovery by trying different ingredients together in an unplanned way, as unexpected combinations can lead to new creations.
Use visual stimuli (e.g., a picture in a magazine) as a spark for creative ideas, even if the image itself is unrelated to the final concept, then draw from past experiences or memories.
When drawing from past experiences or others’ work, aim to be inspired and borrow concepts rather than directly copying, allowing for unique twists and adaptations.
Look to nostalgic childhood foods or seemingly mundane items (like bread pudding) for inspiration, then apply creative twists to make them exciting and unique.
Allow your creative drive to extend beyond the core product (e.g., food) to encompass the entire customer experience, including atmosphere, plates, and music.
Actively shape the environment and elements surrounding your core offering (e.g., restaurant decor, music, dishware) to enhance the overall customer experience.
When building a vision, actively seek out and attract other individuals who share your passion and desire to be part of the entire creative process and package.
In situations lacking external recognition (like public reviews), focus intensely on building a strong, tight-knit team culture among employees to foster loyalty and shared purpose.
Surround yourself with successful individuals (e.g., CEOs, entrepreneurs) to inspire and reinforce your own ambitions and goals.
Develop your plans (e.g., business plan) but be prepared to defer execution if market conditions are unfavorable or if you feel it’s not the right personal timing.
During the launch phase of a new venture, be prepared for significant financial drain and persistent challenges (e.g., construction delays), but continue to push forward with essential preparations like training and testing.
Actively shift your mindset from negative setbacks to positive focus, and manage the ‘head game’ of balancing external pressures (like reviews) with maintaining internal composure.
Be open to unexpected paths and prerequisite classes, as they can reveal new passions and career opportunities you hadn’t initially considered.
Use your free time (e.g., days off) to explore different areas of interest within your workplace, even if it’s outside your current role, to gain new skills and perspectives.
Take on entry-level roles, even if they are physically demanding or culturally challenging, as they provide fundamental experience and a deep understanding of the work.
Regularly assess if you enjoy what you’re doing and if you’re good at it, as this reflection can help you decide to commit to a career path.
Work in customer-facing roles to understand guest interactions and the overall dining experience, which is crucial for aspiring chef-owners to create their own vision.
Be aware that seemingly minor external factors (e.g., customer punctuality, reservation changes) can significantly impact internal operations and rhythm.
Make sure all preparations are complete before the start of peak operational periods (e.g., dinner service) to prevent a cascading negative effect on the entire team.
Recognize that operational flow (e.g., in a kitchen) has natural ‘peaks and valleys’ and be prepared to adapt to these varying intensities.
Actively seek out customer interactions, as this personal engagement can make each day feel unique and exciting, even when daily tasks might otherwise be similar.
Find personal satisfaction and ‘instant gratification’ by directly interacting with customers and receiving immediate feedback on your work.
On days off, avoid engaging in your primary work activity (e.g., cooking for a chef) to truly rest and recharge.
Develop the ability to mentally ’turn off’ from work, especially during commutes or when with family, to achieve better work-life balance.
Use your commute as a winding-down period and integrate exercise (e.g., gym) into your morning routine to transition between work and personal life.
Dedicate at least 10 minutes daily to a healthy and smart personal habit, like eating a nutritious meal, even amidst a busy schedule.
When receiving negative feedback, try to discern if it’s a matter of personal taste (subjective) versus a failure to meet objective quality or value expectations.
Refrain from making superficial ‘apples to apples’ comparisons of prices or products without understanding the full underlying costs, processes, and quality inputs involved.
Be aware that many industries, especially hospitality, face increasing costs (goods, labor, insurance) which impact business models and pricing.
Navigate the tension between staying true to your personal vision and acknowledging the importance of external feedback (e.g., reviews) that influences public perception and traffic.
When facing external judgment, anchor yourself in your core beliefs, passion, and team buy-in, while still recognizing the practical impact of external opinions.
Find deep satisfaction and happiness in creating positive experiences for both guests and employees, valuing their appreciation and excitement for their work.
Actively seek opportunities to turn off work thoughts and fully engage with family, recognizing this as a key source of happiness and mental well-being.