Chef Chatter

Chef Chatter: How to guide the new generation of cooks

The days of the hardened, callous and unforgiving chefs running kitchens are gone, according to Chef Anthony Jacquet, co-owner of Claudine Kitchen & Bakeshop.

Anthony Jacquet, owner and chef, Claudine Kitchen & Bakeshop

December 17, 2019

By Anthony Jacquet, owner and chef, Claudine Kitchen & Bakeshop

As a young impressionable cook coming up in an industry filled with stories of screaming chefs, flying pans, long, hard hours and the impossible prospect of sustaining a healthy relationship or even having a family, I could only be driven by a few things. Those facts were meant to scare the weak from staying in the restaurant world, which I wanted to live in and only welcome those willing to sacrifice their personal lives for their real love — cooking — that love of hospitality and that insatiable thirst for the competitive nature of working in a kitchen. We were hardened, callous, and unforgiving.

Well that was then, and this is now.

Times have changed. It's not better, it's not worse. It just is, and we as leaders must learn to adapt to today's world. We have a new generation of cooks who have digital access to so much information, instruction and opportunity. Travel is easy, and there seems to be hundreds of cooking shows and "chefs" bringing their kitchens to the masses via stream on YouTube and such. Cooks today are paid for work that was unpaid in the past. There are benefits, protection and an overall more positive culture in commercial kitchens. This is all good, and I support all of this.

It is easy, however, to view the younger cook as one with no moxy, creative problem-solving skills or just lacking the ability to do things like we did in the past. You might consider them lacking in drive, toughness and the deep desire to succeed and see them as people who expect to be spoonfed the ability to create magazine-worthy plate ups and executive chef salaries right out of the gate. We all know that this isn't true. Just like anything you want to be a good at, first a foundation must be built, followed by repetition, paired with the desire to improve on yesterday, and the final ingredient, the simultaneous execution of speed and quality.

As a new leader, one cannot discount the contribution of the brigade. You must ask, "What can I learn from the young cook? What are their ideas about success? How do we take advantage of their abilities?"

How to find the right cook for your kitchen
We must first hire a wonderful attitude. You want a cook who is willing to learn, a cook with desire, a cook with passion for anything; it doesn't have to be cooking, it just has to be something.

Just because we were chiseled through sore feet while deflecting harsh criticism from our chefs doesn't mean that culture needs to be repeated into the new generation. In fact, it won't work. You will lose your crew entirely. Overbearing rule is no longer the standard. Instead, your own vulnerability will be viewed as a strength. It shows great confidence and authority if you are willing to admit fault. We are human, we are not perfec I know, I know even when Chef is wrong, they are right! Owning a mistake only teaches your young cooks that there is an opportunity to learn and improve at every corner.

I notice in my own kitchen, the young crew talk a lot, share stories of their nights or past jobs. I worked in quiet kitchens. Our focus was to be on the task at hand. There was communication but not banter. But in today's world, we must listen and learn. I tend to focus on what is wrong because in my mind if we recognize what we are not good at, we can get better. That is fine, but at the same time, today's generation looks for positive reinforcement. They are driven by positive guidance, and it builds momentum toward their own growth. Surprise your staff with recognizing everything they have done right. Search for what is amazing about their work and let them know.

Patience is a virtue. Truly. Think of all the tests in patience you have as you grow year after year. In a kitchen you must balance patience with urgency. You must have patience with your cooks while developing their skills and teach them the importance of integrity, proper technique and fundamentals of cooking. We must parallel this with the challenge of working speedier to finish prep and push out your restaurant's rushes day in and day out. If you can make patience and urgency coexist you will not only develop talented cooks but be able to grow your business as well.

Just like a muscle, it is important to exercise empathy to continually develop and strengthen your ability to apply it to your leadership style. We know that admiration, high expectations, challenges, encouragement and uncompromising standards are a given. But understanding the plight of your young cooks and what drives them is equally important. The fact that you are willing to stand in their shoes gives you a true sense of what they are going through both personally and professionally and will only inspire your cooks to give you their best. Leading with empathy is a powerful tool to help get the results you want that benefits your own positive mindset and also continues the growth of your business.

A common mistake is to focus on yourself and your own success. This mindset is a large trap. Conversely, empathy will be the single leadership tool that separates you from other leaders in your industry. What is usually seen as a soft skill is actually a symbol of effective leadership. The idea of being genuine, courageous, showing emotional intelligence will impact your staff in a more productive manner. Find great people to start with and then focus on them by implementing core values, solid training and put them first and the rest will fall into place.

Driving top-line sales versus the cost of goods, the labor, and the overhead will always be a hot topic of discussion. But actually, having the right people in place is paramount. Pair this ideal with a confident and empathetic leader and you will have discovered the true pathway to success.

Anthony Jacquet has worked in the industry for the last 20 years as a chef in California from San Diego to San Francisco, as well as in his hometown of Los Angeles. The last 14 years have been spent in leadership positions in the kitchen. He earned his first Chef de Cuisine job at the age of 28, overseeing the award winning dining room at the Getty Center Museum.