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Guidelines For New Chefs In Institutional Settings
By
Don Miller, R.D., C.E.C.
Success Coach
(619) 656-2100
A. Institutions such as hospitals,
long-term care facilities and schools are completely different
environments than restaurants, hotels, clubs, resorts and other such
commercial operations. Don’t presume to know what’s best for your team in
an institutional setting until you are thoroughly acquainted with the
following:
-
What they do?
-
Why they do it?
-
Who told them to do it?
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Why were they told to do it that
way, and by whom?
-
How does what they do relate to
winning (getting to 10)?
-
What are the Director’s thoughts
about it?
-
Is there is a written policy or
procedure regarding the issue? What does it state? Is it correct?
B. Even after knowing all of the
above, discuss it with your boss in detail before making any changes or
giving any new instructions. Eventually it will get much easier, but if
you make any changes in the first 60 days that you must rescind latter,
you can lose your credibility. A leader without credibility can’t win (get
to 10), because the team will not follow.
C. Remember, many people think that
chefs generally have big egos and sometimes think they know everything.
While a chef with the above characteristics may be successful in the
commercial sector, they will not be successful in an institution. You will
need to prove to your team that your ego is in “check,” and that you
respect what they know and do, and that you are very interested in their
opinion. In short, listen attentively, and don’t say too much until you
have earned the respect of your team and are an authority on what I listed
in (A) – above. It’s better not to try to impress everyone with your vast
knowledge until they accept you as a person, and as their leader. Remember
to lead by example! Do not ask anything of them that you are unable or
unwilling to do yourself.
D. Having a great understanding of
Culinary Arts is about 20% of what you need to know to be successful as a
chef in an institutional setting. The other 80% involves:
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Fitting into the team. You are
only one part of a team now. The other parts are just as important as
you are. Yes, your part may be the most glamorous and glitzy, but it
still takes all the parts working together to win (get to 10).
-
Being able to inspire and lead
your team. This is what generally separates the successful chefs from
the unsuccessful chefs. Without this, you will not be successful in an
institutional setting.
-
Being loyal to your boss. If you
can’t be loyal to your new boss, it’s best to move on. However, in a
normal environment, you will have every opportunity to express your
opinion, and have a major influence on your boss. You need to be the
“Food Expert” for the boss. He/She needs to be confident in you and your
decisions regarding food preparation and safe food handling. Your boss
is counting on you to help make the department look good. Just remember
that a chef position in an institution is different than a chef position
in other settings. In a hotel or restaurant, the chef often “rules the
roost” with total control. In an institution it’s a whole different
“ball game” with all new politics and rules. However, it’s not a
problem. All you need to do is learn the “lay of the land” before you
make any changes or draw conclusions. The good news is that working as
an institutional chef has the potential to be the best thing that ever
happened to you, because you can actually have a life separate from
work. Most chefs in hotels and restaurants work so many hours that the
rest of their life (if any exists) suffers.
E. We use recipes in institutions
because we need a standard to insure consistent quality and nutritional
content of each food item and to win (get to 10). So accept it, support
it, and make sure you don’t make comments like “I don’t use or need
recipes.”
F. A winning institutional food
service (a 10) does not operate by “the seat of their pants,” like some
hotels and restaurants. A winning institutional food service has written
standards and procedures for everything they do. For example, each job
position needs to have a very accurate, up to date, time and duty schedule
that specifies exact break times, and meal periods. At the bottom of the
time and duty schedule, exact cleaning duties are listed. The time and
duty schedules are posted and the management team holds people accountable
for following the time and duty schedules.
G. Bottom line – it’s a whole new
ball game. You must learn how the game is played before trying to play,
otherwise you will look bad. You need to set an example in everything you
say and do. There is no room for error. For example, you must treat
everyone with the utmost dignity and respect. You must treat everyone
equally. It’s best not to use any profanity at all – even if the team
does. Never coach team members in front of other team members. Don’t raise
your voice in anger. Stay cool, calm, and in control. Remember in the
beginning, everyone is watching. In a hotel the Chef is like a King/Queen.
In an institution, the Chef is one member of the team.
The good news is that if you make
the right moves and do the right things, your position can be one of the
most important and highly respected in the entire facility. There is huge
potential for you to win and live happily ever after. But, first study and
learn, then discuss, then act only when you’re sure it’s the right thing
to do for the team. Everything the team does to win is called Destination
10.
Destination 10 is a philosophy
whereby everyone pulls together as a team, to do all the right things, to
win.
Good luck
Don Miller, R.D., C.E.C.
Nancy Yezzi, R.D., L.D.
Bill Klein, C.I.C.
Success Coaches
Don Miller and Associates
346 Crestview Drive
Bonita, CA 91902
(619) 656-2100 PST
(619) 656-1321 fax
chefdon@cox.net
http://www.chefdon.com
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