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Part 3 The Kitchen 48 Laws of Power · Chef's PSA Podcast

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Hello chefs. You're listening to chefs, PS a
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podcast. I'm your host on your natera.
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On today's episode, we're getting into part 3 of the 48
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Laws of Power As Told from a chef's perspective.
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Stay tuned. So first, let's start with an
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update. What have I been up to?
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Well, I was on TV this week. I was on Fox promoting live fire
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which is coming up. April 6th.
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If you're in Austin, Texas, I'll be doing a live podcast from
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live-fire, actually, it won't be life.
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I'll be just interviewing other chefs and will be a podcast.
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I will be recording it at live fire but this will be the first
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time ever that chefs PSA has guests on.
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And what I'm doing is I'm interviewing many of the
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participating chefs that are there for.
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Life fire. Now this is going to be more of
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a one-off special event. I don't anticipate that this is
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immediately going to go into a guest Centric podcast, just for
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everyone listening. Don't don't start dming me
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saying. You want to be on the show,
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that's not going to happen right now.
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This is this is just a one-off for when I do special events
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like live fire or if I happen to be at a food festival or
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something like that and they want to do a chef's PS, a
1:16
podcast, that's where I will do them.
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Also recently, I just tweeted this the other day, I've wrapped
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up the Audiobooks 14, kitchen Art of War.
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The next 14 line, cook survival, manual.
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Those are done. I've listened to both audio
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books to sound great, really happy with how they came out.
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They have been submitted to audible, which takes about 10
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days for approval. So, assuming there's no issues
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with it, I submitted that on the 28th of March, so they should be
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out in the next couple of days assuming that it's that it's all
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approved and then I will let everyone know.
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So, for those of you that don't like reading books, but you like
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The books that will be available.
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So all the chef's PSA books will be available on Audible.
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Also, for those of you that aren't aware, I do a Sunday,
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Q&A, I call it cigar Sunday's chefs PSA, we're all sit there,
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and I'll answer questions while I smoke a cigar.
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So, I will do it for as long as it takes for me to smoke one.
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Entire cigar, like to chill out there on Sundays and have my
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cigar night and drink, my whatever it is, I'm drinking
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whiskey or cognac, whatever the case may be.
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So if you want to ask me questions, that's the time to do
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it. I will answer them.
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I try to get to as many of them as I can.
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Sometimes sometimes I can't get to all of them.
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I'm sure you understand. There's a lot of questions that
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come in and some of them are not great question.
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So sometimes they're just statements people tell me their
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opinions and that's fine too. I read them but I tried my best
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to get to all the good questions as I can.
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If I'm not answering your question, specifically again,
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feel free to DM me, I'll do my best to get to all the all the
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questions that I get. But make sure they're good
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questions because sometimes the questions aren't great and I
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don't know how to answer them. So if it's something that you
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could Google that's usually not a good.
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Ian. So anyway, keep that in mind.
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Let's get into the 48 Laws of Power last week.
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We left off at law 22. So that is where we are going to
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begin. And by the way, if you like this
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series, let me know, you could, you could leave a comment and
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Spotify or you could DM me. And let me know what you think
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of this series. I will eventually wrap this up,
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probably two more episodes and then get back to the more
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standard Chef's PSA format. So, anyway, back to 48 Laws of
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Power from Chef's perspective, law, 22, use the surrender
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tactic, transform weakness into power.
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Now how can this relate to Kitchen example?
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A lot of times if you're the chef of a location sometimes
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sometimes you have a boss maybe it's a GM, maybe it's the owner,
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maybe it's maybe it's another Chef like a corporate Chef above
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you and you need to get items on the menu and so you start doing
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these tastings and a lot of times you put forward dishes
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that you know, are strong dishes and it and sometimes you may be
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putting a Dishes and the people that are critiquing, you are not
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even on your level to critique you.
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But yet you have to sit there and listen to their feedback and
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and take it or maybe the guest or maybe it's a food critic, or
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maybe it's a blogger comes in and to give you negative
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feedback, sometimes it's just best to let them win.
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Now a strategy, a strategy that I've used in the past is what I
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would do a tasting. And let's say I was trying to
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change 10 dishes. For example, I'd go in with some
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Duds that I knew that they weren't going to like, so, I
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would say here are 10 dishes and I knew like three or four of
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them. I didn't even want on the menu,
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but I needed to give them something that I know they
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wouldn't like, so that we could compromise it off.
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So I would make a bad dish deliberately.
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And and then they would say we don't really like this one and I
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say, okay, I think you're right, let's take it off and it made
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them feel like they still had the upper hand when it was
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intentional the whole time, I gave it to them on purpose to
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know that they would reject it. So anyway, that was one of the
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strategies that I would use to transform weakness into power
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Our moving on law number 23. Concentrate your forces.
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So what this means is you're allocating the resources that
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you have in the kitchen to a specific area.
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So what this means, I'll give you an example.
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Sometimes this works in, by the way, the example I'm going to
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give doesn't always work but let's just use this in it.
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As an example. If you oversee multiple kitchens
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in one of them is going down, allocating more Cooks to that
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one kitchen that's going down. Is concentrating.
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Your forces, right? If you have a menu or a
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restaurant That's very strong. Putting your top performing
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cooks and chefs in that kitchen is concentrating your forces.
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So the old expression fish where the fish are, if you know that
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something is successful, put the resources behind that on the
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flip side. If you know something is
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struggling, put the resources behind that, put your strongest
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people where you're going to get the mold the most bang for your
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buck. And if you happen to be one of
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these strong people, That, what you want to do is you want to
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make sure that you go to those areas in the kitchen where your
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skill set could be on. Great display.
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Okay, moving on law, number 24, play the perfect courtier and I
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think this is a good way to say, learn how to play politics at
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work. And a lot of people say, I don't
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like to play the game, I'm a chef and the old expression.
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If you're not playing the game, you're not even in the game.
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So keep that in mind just because you're not playing the
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game at work. Does it mean the The other
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people that you work with are not playing the game, that
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doesn't mean that the ownership isn't or the GM or the hotel
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manager or the restaurant GM. Whoever whoever might also be
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playing the game with you just because you're not playing,
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doesn't mean that they're not strategically making moves.
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So play the perfect courtier is that ability to move seamlessly
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in and out and have relationships with these people.
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Sometimes flatter them. Bring them gifts.
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You know, I talked about this, I think in the last podcast, where
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I knew this person would bring Gives, but I knew what they were
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up to. But what they were trying to do
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is to gain a little bit of advantage in my good graces.
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So, when you are, when you are unlikable and I know this for a
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fact because I've, I've made mistakes in the kitchen that I
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should have gotten in big trouble for, you know, maybe I
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miss food cost or whatever the case may be.
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And because people liked me because I played the courtier,
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sometimes, they would Overlook little mistakes that I've made
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on the flip side, when they don't like you, if you're the
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type of person that rubs everyone, the wrong, Wrong way
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and maybe you don't make a lot of mistakes but you do rub
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people the wrong way. The second to that you make the
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mistake rest assured, that there's people above you and
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position that have been waiting and licking their chops for you
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to stumble and we'll use a simple mistake to get rid of
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you. I've seen it happen, someone
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does something stupid and they get rid of you because they
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don't like you, because you've rubbed people the wrong way.
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So it goes without saying that likability and the kitchen and
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in the restaurant world is a superpower.
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So make sure you use that. To your advantage.
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Law number 25, recreate yourself.
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Now, As chefs, there's going to come a time when food Trends
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move on, and you may have doubled down on a certain food
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Trend. I like to use the example of
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bubble food and I say bubble food because that's, that's,
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that's the kind of food that you saw like, with Molecular
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Gastronomy when everyone's using spheres and Foams and alginates.
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And it was all over the world and let's say you just wanted to
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double down on that. And you know say this is the
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type of food that I'm doing because it's never going away
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and like every single food Trend out, there it goes away.
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And then now you've been And hold into being that Molecular
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Gastronomy chef. And the industry has moved on.
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So what do you do, right? You have to be able to recreate
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yourself great chefs that have lasting power, know how to
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recreate them, how to recreate themselves, when they've jumped
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onto a gimmick. So there's this is a cautionary
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tale because sometimes you could double down on that Trend and
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you shouldn't, this is why I'm always caution.
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I'm always cautious to talk about food Trends because I know
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they don't last in, there's no point in in me.
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When people that they should jump on this unless you're
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trying to make a quick Buck, there's really no reason to jump
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on a food Trend, but a lot of people do double down on this
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and sometimes they have to reinvent themselves.
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So, knowing how to recreate yourself and develop a new style
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when you need to as important. But it's really important that
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you're able to recognize. When that opportunity presents
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itself, that maybe you've been stuck in a culinary style for
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too long, that no longer suits, you might be time to really
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reinvent yourself to regain status and attention as needed.
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Law number 26. Keep your hands clean.
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I think that goes without saying, like, the best thing to
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do is keep your hands clean. Don't get yourself in trouble.
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Don't say any stupid shit don't do anything.
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That's going to come back and haunt you.
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And I'm sure we've all done that we've all said stupid things,
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but the fact of the matter is, what you need to do, as the chef
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is, you need to keep your hands clean.
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Now, I have a chef friend that runs a very large operation and
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he doesn't talk to anyone other than his two or three direct
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reports and the reason he does that is he wants to keep his
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Hands Clean. He doesn't want to interact with
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people because he's afraid that it might get him in trouble,
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especially in today's world, right?
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You got to be extra careful. The good thing I had in my
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career, as I had a, human resources department and a lot
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of the jobs that I had, which kept people honest, but a lot of
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chefs don't have access to a human resources department.
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That's making sure that they don't do stupid things, right?
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And first of all you shouldn't do stupid things.
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But the best thing you could do is keep your hands clean and
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avoid those situations. So What you'll see a lot of
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chefs do is they follow the rule of the mafia seven layers
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removed, not I'm not talking about seven-layer dip, I'm
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talking about being removed from the issue by seven layers.
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And the old example of the mafia is, there was always the boss,
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gave the order to someone who gave it to someone who gave it
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to someone and eventually it was seven people removed from the
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person that gave the order and the reason they would do that is
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because if someone was going to rat them out, the chances of all
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In people ratting and ratting them out all the way up to the
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top of the mafia was not likely. So that's that's where the seven
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layers removed example comes from.
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So if you if you know your history, that's the way it was
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done but a lot of chefs operate that same way as they remove
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themselves by seven layers. So if an order comes down from
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from the top that may be slightly unsavory, they need to
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have a little bit of buffer between them and you see a lot
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of chefs do this. You see smart chefs do this also
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that but Away the disclaimer that I'm given here is do the
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right thing. Don't be unethical.
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I should say that. You know, I have I have a friend
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that I talked to the other day that was talking to me about my
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podcast. I did a chef's PSA on this the
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other day that says, if you're going to be a good leader, I'm
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sorry. If you're going to be a chef
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leader, make sure you're a good one and that was their advice to
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me. They said look you have this
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platform, so make sure that you're giving good advice.
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So I'm going to give people, good advice, you need to.
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You need to do the right thing in most situations in all
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situations I should say. Anyway, law number Even play on
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people's need to believe in create a cult-like following.
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Now, I do talk about this in culinary leadership fundamentals
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but maybe I phrase it differently.
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And that is whenever you're building a team, if you want to
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make sure that the team is engaged, they need to have a
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mission. They need to have vision and
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they need to have a purpose. So creating that will help them
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share common goals, common motivations around you.
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So, every single person on your team needs to understand that,
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this is the objective that we're trying.
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To accomplish. This is the vision of where
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we're going. This is the role that you play
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in creating this Vision because if they feel disconnected from
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the overall purpose, they're not going to remain engaged with
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your team. So I I've said this many times,
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I think you need to have a Mission Vision strategy to get
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there and you need to be able to articulate that and communicate
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that to the teams that are beneath you and every single
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person on that team needs to know what their this is and how
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they contribute to that overall goal.
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So that kind of ties in making sure you create a cult like
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following. A lot of people will believe in
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you. See chefs like our goal is to be
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the number one restaurant or our goal is to get this star or win
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this award or create this this thing you have to have that and
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everyone has to believe in it in my last job.
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I think I had eight direct reports reporting up to me so in
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sous-chef executive sous, chef, or Chef De Cuisine capacity.
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And what I told them all as my goal was to make sure that
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everyone here and left as an executive chef.
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And I want to say very happily that all of them left as
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executive chefs with the exception of one who's an
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executive sous-chef right now, but they all believed in the
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mission and they all understood their role to accomplish it and
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when you create something that people could build something
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that people can believe in there, going to be more likely
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to stand behind you law number 28, interaction with boldness.
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Whenever you're going to commit whatever you're going to commit
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to anything right? Whether it's a new menu, whether
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it's a dish, whether it's, you know, a decision you've made to
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promote someone be confident in your decision and don't
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second-guess yourself. Now, if you're going to
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second-guess yourself, it's okay to do that in private.
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But don't second-guess yourself in public because people will
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smell weakness. Now, I'll tell you a story about
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how I screwed up something. And I've probably said this
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before but I had I had created a dish for a tasting for an
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Executive chef position and I completely over-salted it and I
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screwed it up. And what it was is I was making
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these bread gnocchi and I served him in a broth and the broth was
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over-salted because I had really made a concentrated Umami broth,
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which had prosciutto trim and Bonito Flakes and Parmesan rind.
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And it was just this beautiful stock, but I let it sit on the
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on the stove for too long and it reduced.
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So when I tasted it was perfect and then when I went back to
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serve it was no longer. Perfect.
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Now is inevitably salty. So I didn't catch that it was
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salty until I had sent the dish out because by mistake because I
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didn't treat aced it before I served it.
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I thought it was still fine. What I recognized that I had
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made this mistake, I went to the table and I explained to them
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that this was a style of gnocchi that came from a certain part of
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Italy. In the way that they do it is
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they would go get Buckets to see water and cook the pasta, the
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gnocchi. I'm sorry.
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The bread gnocchi and the in the in the water and it was intended
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to be salty. So don't drink the broth, only
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eat the gnocchi, which is blind and they love the story and I
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got the job, but if I had not said that with confidence and I
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have five Had gone in there and said, oh, I'm so sorry,
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over-salted it mistake. Let me do it again.
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Blah blah, blah, most likely I wouldn't have gotten the job.
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It was the confidence. That's that gets you.
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The job how many times have had someone come up to you and said
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something? That's complete BS nonsense, and
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you believe them just because they were confident in what they
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delivered. Now confidence is key.
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Whenever you're doing anything whenever you need to convince
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people to do something for you. So showing timidity in your
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decision is going to make other people.
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Lightly reluctant to want to jump in with you.
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So make sure and everything that you're doing, like I said, new
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restaurant, New dining concept. Be confident now publicly be
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confident. Now, if behind the scenes,
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you're recognizing that there's problems, feel free to mitigate
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them, but if you don't enter bold, not only do you risk it.
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Not working out, but you risk. The people that are you're going
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with doubting your ability. Law number 29, plan all the way
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to the end. When I was a chef sometimes I
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had the reputation of maybe planning too much and being
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stuck in my head. And I think I've talked about
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this before, I play a ton of chest.
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I love the idea of strategy that's kind of why I wrote the
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kitchen Art of War and whenever I'm making any decisions I'm
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thinking about every possible point of failure in every
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possible outcome that can happen.
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And my chef sometimes would get frustrated with me, but I didn't
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care. I would invite several chefs
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when I would brainstorm and say, what about this, what about
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that? What if we do this?
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And I would throw a lot of scenarios out there because not
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because I haven't thought of them, I've thought of them in my
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mind, and I've played the scenario out in my mind, but I
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would also ask them to see if there was something that I
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hadn't thought of, right? So a lot of the things that they
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would say everything. You already thought of that you
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already thought of that but every now and again someone
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would say something that I hadn't thought of and I was like
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great so it was it would be completely worth it when I would
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plan things out I would always think about what what is the end
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result that we're trying to achieve here.
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What are we trying to accomplish by putting this on the menu?
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Is that it? Is it an ego?
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Stroke? Is it a flex?
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Is it to grab attention? At one point?
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I wanted to put caviar on the menu and be the most expensive
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restaurant in the city and I was doing so I had What we call the
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Luxe menu which had white truffles on it.
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And you know, you got your white truffles with risotto.
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You get your white truffle, shaved over an omelette ahead of
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caviar and add different tiers of caviar that you could get.
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I don't remember what else was on.
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I think had foie, gras whatever. Anyway the point being is it was
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very expensive and I wanted people to say that it was the
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most expensive menu and the city and I was doing that on purpose
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because what we're struggling with at the time was that
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everyone was celebrating the small and the Dependent right?
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Everyone is celebrating the small and the independent and
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here we're coming out and people were looking at us like oh
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you're you're fancy this that and the other and I would say,
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okay well, let's double down on that.
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We're not getting any media attention by trying to fit in
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with everyone else and doing, you know, really simple food
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because at that time, if we were doing this we're just going to
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get lost with all the other chefs that were all kind of
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doing the same thing I said. So let's go to an extreme
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example while everyone's trying to be humble.
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Let's go Ultra Luxe. And what ended up happening is,
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people would write about it. We grabbed everyone's attention,
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everyone just start to do your the the caviar and truffles guy,
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right? And what the reason we did that
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is because if we had done what everyone else was doing, we
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would have gotten zero attention.
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But by doing the opposite of what everyone was doing, we got
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everyone to stop and pause and look at what we're doing.
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So this was a strategic thing that I did is like what is the
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end result of that? I'm trying to accomplish.
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I'm trying to get that attention for the restaurant and if you
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keep doing what everyone else is doing, what's going to make you
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different from everyone else. So whenever you're planning
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something have Good Counsel around you and think about what
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the end result is that you're trying to accomplish and then
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work your way backwards. So, you know, a lot of a lot of
19:29
chess players when they learn how to play chess, they'll focus
19:32
on understanding checkmate. Finishing the game, more
19:37
importantly than the openings in the middle game and everything
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else that goes with with chess. So understand that the end goal
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is Checkmate. That's it, period?
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The end goal is Checkmate and that is for you to win and that
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is the way that you need a plan law number, 30, make your
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accomplishments seem effortless. Now, when people talk to me now,
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they're like, oh, you do this. You make it look so easy, it's
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not easy. Anything that I do is not easy.
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Anything that any chef does is not easy, it takes time, it took
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them years of understanding how to do something practice honing,
20:13
their craft experience. So when someone says, oh, you
20:16
could do this release is like, no, it was 27 years to get to
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this point, it didn't happen overnight.
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People just see the end, the end result of what where you're at.
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And they think that, you know, it's easy.
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Now, here's a story, I was working for this company and I
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was the regional Corporate. Chef, at the time and we were
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doing these videos. Now this was pre Tick-Tock pre
20:40
Instagram reals where there wasn't a video based platform to
20:44
educate people. If you wanted to watch videos,
20:46
the only place you're going to watch, it was YouTube and I had
20:48
started creating the short little videos for technique to
20:51
train my cooks and I downloaded the app.
20:54
And I learned how to I think it was Cameo was the app I was
20:57
using. We could put text and you can
20:59
always learn how to edit videos, you know what everyone does now
21:02
but imagine that Almost 10 years ago before people really
21:06
understood it. And I remember I took it to my
21:09
boss and I said, look, I've made these training videos for my
21:12
cook so they understand how I want things done.
21:14
Butchering salmon, cutting up chicken, making green oil,
21:17
whatever the case may be, and he's like, oh, his mind was
21:20
blown. He's like, how long did it take
21:22
you to do? This is that's easy.
21:23
It took me like 10 minutes. He's like stop right there.
21:26
He's like when we present this to our bosses, do not tell
21:29
anyone. It took you ten minutes to do
21:31
this. Tell them, it's very long, it's
21:33
very complicated. It's a very Aber intensive
21:35
process he says, because if they know it's easy and anyone could
21:37
do it then all of a sudden you lose value.
21:40
And what he explained to me is that a lot of Corporations,
21:42
especially places that have like a corporate Chef for our vice
21:45
president food and beverage, you know, you're bigger
21:48
organizations. The way the way I would explain
21:50
it is like this, a lot of those people in those offices are
21:54
fighting to keep their job and fighting to remain relevant.
21:57
But a lot of them don't have the same power as people do in the
22:00
field because they bring value the people in the field bring
22:03
value because they're doing it. The other people that aren't in
22:05
the field, they have to justify their job, right?
22:09
And so what he was saying, is, if you make it seem easy, that
22:11
anyone could do it than anyone could do it, but if you make it
22:14
seem difficult, it brings more value into what you're doing in
22:17
the field. So there is there is a time and
22:19
place to conceal, your emotions. Keep some things that you do
22:24
regardless of the complexity of how difficult it is.
22:26
Keep it secret, right? Have some things in your pocket,
22:28
don't tell everyone every single one of your moves and how you
22:31
did it. Lot number 31, control the
22:34
options, get others to play with the cards you deal.
22:38
And, you know, you see this in politics and I'm not going to
22:41
get into politics. But you see this all the time as
22:43
it's a usually, a two party system in most places is a
22:46
choose from this one, or choose from that one, and it gives the
22:49
illusion of choice, but the reality is, we've narrowed down
22:53
the candidates and you see this in kitchens, you'll say
22:57
someone's going to be the new sous chef, and it's going to be
22:59
this person or it's going to be that person and you start asking
23:02
a bunch of people on the team. What do you think about this?
23:04
Or what do you think about that? And the reality is is now
23:07
everyone thinks that they're invested in the decision.
23:09
But they're not, because you've limited it to two choices.
23:12
Both of which are competent candidates, right.
23:16
Or you stack one, that is a very good candidate versus someone.
23:20
That's not a very good candidate.
23:22
So it's a no-brainer, you have to go with this person.
23:24
Of course, this is, this is the strategy of, you know,
23:27
controlling all the variables. Making sure that if these are
23:31
the two choices, Then this is what you got to do.
23:33
I would do this with dishes to when I would present dishes
23:36
which one's going to go on the menu, right?
23:39
Teach my Sous chefs to do this, create one exceptional dish and
23:42
create one bad dish make the one that you want on the menu.
23:46
Obviously the exceptional dish because when they try it it runs
23:49
and say yeah I really don't like this dish.
23:51
Let's go with this one, right? And it might not be the best
23:53
dish in the world but that might be the dish that you want to get
23:55
on. So having something to compare
24:00
it against creates the illusion. In of other people making the
24:03
choice but you are controlling the choices that they have, it's
24:06
important to understand that this happens.
24:08
It's important to understand that, you're almost everyone
24:11
listing, has has been susceptible to this in the past.
24:14
I have, you think you have a choice, you think?
24:17
But the reality is, if someone's controlling it on the other end
24:20
and making it the illusion of choice, which a lot of times its
24:24
predetermined that hey, this is the one that we want on the menu
24:27
or this is the person that we want to be the candidate.
24:30
Don't fall for it. Fall for the tricks.
24:33
This is this is what chefs BSA is all about.
24:35
It's about teaching you how to think, like a chef so law.
24:39
Number 32, play to people's fantasies.
24:41
Now, I'm thinking about these and sometimes I'm reluctant to
24:45
give really hardcore examples because it sounds like, if I'm
24:48
giving the advice, but I, as I'm thinking about it, I could tell
24:51
you what to watch out for, and I can tell you how this may be
24:53
used against you. When people play to your
24:56
fantasies and maybe your fantasy is, you want to become the sous
24:59
chef or maybe your fantasy as you want to get promoted or you
25:01
want to make more money. People will promise you things
25:06
later on down the road that will never come to fruition.
25:09
They sometimes may be dangling, a carrot in front of you, of
25:12
you'll get the title after you do this, then the other or
25:15
you'll one when you're ready, we'll let you know.
25:17
But we have big plans for you and they'll say General things
25:20
like that to you that may not be true.
25:23
They may just be saying that to you because they're in a tough
25:25
spot and they can't lose cooks or they can't lose a chef right
25:28
and they'll promise you owe your reviews coming up and it's going
25:30
to be great and you're gonna get a lot of money and it's only
25:32
three percent or nothing, right? It's important that you arm
25:35
yourself with that knowledge, that that could be used against
25:38
you, Bad actors out there. We'll play to your insecurities.
25:42
They'll play to your wants and desires and maybe your want is
25:47
the chef title and they'll tell you everything that you need to
25:49
know the opportunities of growth and promotion and does that and
25:52
the other and then you're in position for two years and
25:55
they'll say, oh it's because you still need to learn this that
25:56
and the other and they just keep kicking the can down the road.
26:00
So it's important to be able to recognize that that is Probably
26:04
happening to you. And as we're having this
26:06
conversation, you maybe even be thinking of a moment where
26:09
that's happened to you, or maybe it's happening to you right now.
26:12
It's important that you arm yourself with this knowledge,
26:13
that there are people out there that play to your fantasies to
26:17
take advantage of the situation law, number 33, discover each
26:21
man's thumb screw And that really ties into the last one.
26:26
It's identifying your team members motivations and
26:29
leveraging this knowledge to encourage their growth.
26:32
So we talked about how that could be used against you but
26:34
now let's talk about how you could use it to your advantage.
26:36
If you're a chef is knowing if someone wants something is
26:40
giving them the opportunities to succeed in those things.
26:44
So if you know, someone's really interested in charcuterie
26:46
letting them know that. Hey, there's a course, right?
26:48
Or hey, we're going to create a charcuterie program for you.
26:51
Give them the opportunities to Entice them to stay but follow
26:55
through on what you're saying, right?
26:57
Don't, don't be like the example, I had mentioned
26:59
earlier, don't make false promises and never come through
27:02
be, the person that comes through and if, you know, your
27:04
team and you know how Everyone likes to be managing, you know,
27:07
how Everyone likes to be communicated with, you could use
27:09
that to your advantage to communicate with people in the
27:12
style, in which they like, I would manage every single person
27:17
different because I knew I could be harder on this person or I
27:20
have to be a little bit more sensitive with that person.
27:22
Or this person is really motivated by this and that
27:26
person is really motivated by that.
27:27
Some people some I'm telling you there's chefs out there that
27:31
respond better to the intensity of the kitchen and there's other
27:34
chefs out there that don't respond to that at all.
27:37
They need to be coddled and loved and told that they're
27:39
doing a good job and everyone has a different response to how
27:44
they like to be. Spoken to or what their
27:46
incentive is, some people respond better to money.
27:48
Some people respond better to a flexible schedule.
27:51
Having that information is critical for any chef out there
27:55
because when you know what your people need and you know what
27:58
motivates them, you'll understand how to work with them
28:01
better. And ultimately that's what you
28:02
need to do as Leaders, you need to be a good leader.
28:04
And the best way to be a good leader is to give them what they
28:07
need. Anyway, That's going to wrap it
28:10
up to them, trying to keep these under 30 minutes.
28:12
Anyway, you know what to do Chef's, PSA 5 Stars?
28:17
Nothing less than 5 Stars. This is a five-star podcast, I'm
28:20
going to continue on with the kitchen Art of War.
28:22
I might get a break episode in between these but I hope you
28:24
like them. Thank you all very much go to
28:26
Chef CPS a.com go get the books. Culinary leadership fundamentals
28:30
kitchen Art of War. How not to be the biggest idiot
28:32
in the kitchen line. Cook, survival manual.
28:34
Go get some merch and we'll see you all next week.
28:37
Hit the porno music.