Latest / Chef's PSA Podcast / Special Chef's Leadership Interview Ep. 91

Transcript

Special Chef's Leadership Interview Ep. 91 · Chef's PSA Podcast

• 0:00
  Hello Chefs, This is Chefs PSA Podcast.
• 0:02
  I'm your host Andrea Terra. Today we have a special
• 0:04
  leadership interview episode. Stay tuned.
• 0:19
  So before we begin, if you want to support the show, you know
• 0:21
  what to do. If you're watching on YouTube,
• 0:22
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• 0:25
  Spotify and make sure you leave five stars.
• 0:27
  Subscribe. Tell everyone.
• 0:29
  Tell your friends. Go to chefspsa.com.
• 0:31
  You get all the books, all the merch.
• 0:33
  Go get the Culinary Leadership Fundamentals book.
• 0:36
  It's available in English. Spanish and.
• 0:38
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• 0:39
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• 0:42
  some chefs. PSA merch at chefs.
• 0:45
  Psa.com. Go there now.
• 0:47
  So this episode in particular, I'm going to give you a little
• 0:49
  back story. For context, a few weeks ago I
• 0:52
  was at South by Southwest and I got to listen to a panel of
• 0:56
  chefs hosted by Emmanuel LaRoche, who hosts Flavors
• 1:00
  Unknown podcast. Now Emmanuel and I are good
• 1:02
  friends. I've known him for a very long
• 1:04
  time. I've been on his podcast I think
• 1:07
  five or six times as a guest. I have two solo episodes with
• 1:11
  him and I believe 4 episodes with a group of chefs.
• 1:16
  And today's episode is an interview he did with me
• 1:20
  regarding leadership. Now, the reason I wanted to play
• 1:23
  this today and I wanted you all to listen to it, is because it's
• 1:26
  a very interesting conversation. Now, for context, this interview
• 1:29
  was supposed to take place at South by Southwest, but then
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  COVID hit, so South by Southwest was canceled.
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  And this is before we started talking about anything COVID.
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  I was still a very active chef at this time, sitting on top of
• 1:42
  the world and really pushing for culinary excellence.
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  I hadn't retired yet. I hadn't even thought about
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  Chef's PSA, what I find so interesting about this
• 1:51
  interview, which was designed to be a panel discussion for chief
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  marketing officers at South by Southwest, and what they could
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  learn about leadership from a chef's perspective.
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  There's a lot of really good insight in here.
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  Emmanuel is a great interviewer. He has really good questions he
• 2:07
  likes to probe. He pushed me a little bit at
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  times. There's some foreshadowing in
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  there because at one point he asks me what am I going to do
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  next? And I jokingly say I'm going to
• 2:17
  start a podcast. It was very interesting for me
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  to listen to this because I see how my speaking style has
• 2:23
  evolved from the podcast. Now that I have practice
• 2:25
  speaking in front of the camera, it was interesting to see how my
• 2:28
  thoughts have evolved. And it was also very interesting
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  for me to see how direct I was. I was still very much in
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  hardcore chef mode, living it every single day.
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  And it has. It has just a very different
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  feel from the Normal Chef's PSA podcast, and that's why I really
• 2:41
  wanted to share this interview with you.
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  The interview starts about two minutes into the podcast after
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  he's done the intro. I figure you all know me by now,
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  no sense in going over that again.
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  And it gets right into the questions.
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  I'm going to give you about half of the episode and I would
• 2:55
  encourage you, if you enjoy the conversation, go listen to the
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  full episode. I'm going to link it in the show
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  notes, so that way you could listen to the episode on
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  Spotify. Without further ado, here's my
• 3:05
  leadership interview on Flavors Unknown.
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  I mean, do you mind say a few words about your car year and
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  that leaded you to the current responsibility do you have at
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  the Fairmont? I've been cooking for, I keep
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  saying, 25 years, but now I think I would say it's over 25
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  years. And I've been an executive chef
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  in many different aspects of food and beverage organizations.
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  So everything from from hotels to resorts, work in California.
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  I've worked in Colorado. I've been a task force opening
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  chef. I've worked in small
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  restaurants. I've been a restaurant partner
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  with the restaurant group and open restaurants, and I've been
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  a regional chef and a corporate chef for other organizations.
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  Most recently I was in Dallas, I think probably with the Fairmont
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  in Dallas. I left that organization, opened
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  up a couple of restaurants in Dallas, and I'm sure most people
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  know when you open restaurants, sometimes you close restaurants.
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  That closure led me to Austin, TX and then most.
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  My most recent position for the last three years have been the
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  executive chef running the culinary program for the
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  Fairmont Austin, which is the largest luxury hotel in Texas
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  where we have, you know, many kitchens, A diverse restaurant
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  portfolio, everything from fine dining to casual dining and a
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  couple of bars, restaurants, room service and everything.
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  So as you said, I mean it's kind of quite a large structure that
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  you have and that you oversee, you know at the Fairmont in
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  Austin. So how many people is part of
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  your entire team? People that I manage directly or
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  indirectly, you know, just kind of under under my umbrella is
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  about 100, about 150 people. 150 people.
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  So if I see you in the hallways of the Fairmont and ask you how
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  are you today, chef, what will be your answer?
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  Not just my answer, but but everyone that works in the
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  kitchens with me, we always say awake and ready and that is.
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  So can you explain to us what was, What's behind it?
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  Yeah, absolutely. So the idea behind Awake and
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  Ready was when we're in the middle of action, when we're in
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  the middle of service, what we want to convey to the person
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  that's asking is that I'm present, focused, I'm awake, and
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  I'm ready for whatever's coming at us today.
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  So whether that's whether that's I'm preferred service, I'm
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  prepared to wash dishes, I'm prepared to serve guests,
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  whatever the case may be, we know that it's a confident
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  answer that I'm fully present. Whatever's going on, whether it
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  be outside distractions, those are the volumes turned down on
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  those and I'm fully here in the moment.
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  We say awake and ready. And that's not to say that it's
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  not important what's going on outside of work because
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  obviously that is important. You know, we really care about
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  our teams and our employees and what's going on.
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  But I think those conversations need to be held in a different
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  location. So a good example I like to give
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  is you're in the middle of service and you're a chef and
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  you have a rail of tickets and everything's coming at you.
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  And you ask someone how you doing and they stay awake and
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  ready. You're fully confident that
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  they're on their station ready for food.
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  If you say how are you, They say, well, you know, I'm having
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  a bad day today. I got a flat tire.
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  You know, as a chef, you start to panic a little bit.
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  Like, wait a minute, are you focused on what's going on right
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  now? So the idea.
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  Of awake and ready just it's just that that we're here, we're
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  focused and we have a job. So in your industry, and the
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  idea is that leave your personal stuff you know at the door, be
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  confident and be present. All right, focused.
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  Be awake and be ready for whatever's going to come at you
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  today. If I can expand upon that a
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  little bit, Not only does instill confidence in the person
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  that hears it, it starts to instill confidence in yourself.
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  So it starts to bring a certain sense of discipline and
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  consistency to the rest of the team so that everyone knows when
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  you know that we're all, we all have a common purpose and we're
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  all in a united front. Everyone is awake and ready.
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  So you have confidence in the rest of the team, right?
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  We're all on the same page. So it it does give everyone a
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  common purpose. So you are talking about
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  discipline and consistency. So when it comes to leadership
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  in the kitchen, it starts with those two elements.
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  But first we have to be clear that when we say discipline, we
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  are not talking about like the fear here.
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  Like hopefully you know this is something from the past, you
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  know from the the the old kitchens and consistency because
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  it relates to building trust with your customer, creating a
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  reputation and a direct impacts, you know and has a direct impact
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  on the bottom line. So can you explain what
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  discipline and consistency means to you and why it is so
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  important in your industry so? I would say when we talk about
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  discipline that we're we're talking about the discipline to
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  do something consistently and it's the right thing to do.
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  So it's like a good example you have to work out in the morning.
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  That's not punishment, but it does require discipline to wake
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  up early in the morning and and go for your morning run or or
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  whatever it is that you do to stay on a healthy diet.
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  This is something good for you, but it requires discipline to
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  stay on that healthy diet. So when we talk about discipline
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  in the workplace, it's the discipline to do the right
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  things that are good for you, that are good for the customer,
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  that are good for the rest of your team.
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  That's the discipline that we're looking for when it comes to
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  consistency, the reason we implement a lot of standards and
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  consistency is I think first of all people want structure and
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  they want parameters, They want to understand the rules of the
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  game. They could be better players and
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  that's where the real creativity comes in.
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  So when you think about if you understand the the rules, you
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  could work within them and find creative solutions within the
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  rules and you don't have to think about all the variables if
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  there were no rules, right, if that sort of.
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  So we talk about consistency of defining those rules.
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  So you would say that for you that everyone's wants to be LED,
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  everyone's needs leadership, correct?
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  I would say everyone needs leadership, everyone needs
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  parameters, but I wouldn't say necessarily that everyone wants
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  to be LED. What I would say is that some
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  people need to be leaders and some people need to be LED, and
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  some but everyone needs a clear set of rules to play the game,
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  if that makes sense. So people love challenges.
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  How do you motivate your team and offer them opportunities?
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  Set goals and give them a sense of purpose.
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  So creating challenges for people is probably one of the
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  most difficult things that you could do.
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  So you have to think of it like this is how do you strive for
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  perfection or excellence in something that you're doing.
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  So those challenges come from the leadership team to provide,
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  but it also comes from the individuals.
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  What we need to do is educate them on what are appropriate
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  challenges for their specific discipline and what they're
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  working on. So for example, if I was looking
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  at if I was looking at someone with knife skills, if I just
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  walk up to someone and say hey, great job on on that, on dicing
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  that onion and don't give them any feedback where they could
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  get better. It might not mean as much,
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  however, if they've gone weeks and weeks and you consistently
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  work with them and say, OK, you could do this a little bit
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  better. Let me give you a little tip
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  here and there. And then?
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  Let's say a month goes by and you come to them and you say, Oh
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  my God, you have perfect Bruno or perfect dice on your onion or
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  your carrot or whatever the case may be.
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  They're going to remember that much more because they earned
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  it. So there's a sense of pride in
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  earning something rather just being given because they might
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  walk around with their chest popped up a little bit and say
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  wow, the chef for months and months he was telling me I
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  couldn't do a perfectly diced onion and kept giving me
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  feedback. But that one day he told me it
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  was perfect. That was the day that I felt so
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  proud. So we have to understand that
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  part of, you know, the the human connection to the task at hand
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  is that if something is very easy to attain or or if the
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  feedback isn't isn't earned, well it loses its sense of
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  value. However, when something is
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  worked on, you know over the course of time and you've worked
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  hard at it, you finally achieved that.
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  That is much more meaningful to the individual.
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  So it's not about constant feedback, but it's about
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  feedback that is earned, correct?
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  That's why do you you want to emphasize so.
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  Positive feedback that's earned, and it's all positive feedback.
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  I think it's you could do this better, you could do that
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  better. The idea is that the continual
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  refinement of the task at hand or the technique or whatever it
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  is that you're working on. But when someone does achieve
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  it, creating the standard of what is excellence.
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  So when it's achieved that, they know, wow, they could see a
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  difference from where they started to where they are now.
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  Whether if on day one you accept a substandard product and you
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  just say that's good enough, well, that then becomes the
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  benchmark of good enough is this.
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  And so that's as far as I'm going to push.
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  Right. So I think about, I think about,
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  you know, my kids or something like that.
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  And I say, you know, I look at my parenting style and maybe I
• 11:16
  made a mistake. But I said, what do you want to
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  be when you grow up? And I used to say, oh, you know,
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  whatever makes you happy, you know, whereas my dad said, no,
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  you're going to do this when you grow up.
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  And because you have a purpose. Right.
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  So having this purpose. And now when I tell my kids you
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  can do whatever you want, well, they say themselves like kind of
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  like this doing nothing and. Playing video games.
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  So, so if you're telling me I get to do whatever I want to, I
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  like. I like this.
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  And so instilling a sense of purpose in people I think is
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  also important. Everyone needs a purpose at
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  work, and they need a. They need parameters and goals
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  in which to strive for. So what kind of, you know
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  opportunities do you give you know to to your team when I
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  think? About the opportunities that you
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  know we have mentorship opportunities, we have continued
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  education opportunities, whether it's an online culinary school
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  program that we offer called Ruby.
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  We do demos every Saturday at 3:00 PM.
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  We do our our weekly culinary demo.
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  We do internal technique videos to our staff so they could get
• 12:12
  on and see how we do certain things.
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  We have one-on-one mentoring programs where they sign up with
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  a different chef and they meet weekly or biweekly to discuss
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  all sorts of things. So I'm a firm believer in doing
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  everything we possibly can to promote the different avenues of
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  education and mentorships so that someone could grow.
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  I was very fortunate in my career that I've had great
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  mentors around me and people that I learned from, So I want
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  to make sure that I have the opportunity to give back to
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  others because there's nothing to me that's more important when
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  it comes to leadership than helping the generation that's
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  coming up, because that's how I was given the opportunity.
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  So that's something that I stand by.
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  What did you learn from from your mentor?
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  You know all sorts of things. You know, every mentor was a
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  little bit different. Some of them taught me how to,
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  you know, whether it was how to how to think creatively.
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  Others taught me how to be the exception to the rule.
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  Others taught me how to, you know, look at finances
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  differently. So all of them played a
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  different role. And I took a little bit from all
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  of them. I I could think of 1 Mentor and
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  particularly his thing was always, you know, just think
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  differently and be the exception to the rule.
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  And I think that's something that's done well for me in my
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  career, is that I look at things differently.
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  I don't want to look at the answer the same way everyone
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  else does. I want to think a little bit
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  abstractly and see if I can come up with different results.
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  So I think thinking differently allows people to be successful.
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  When you think about it, in my particular industry, some of the
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  chefs that think differently, that are the trendsetters like a
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  Ferran Audrey, like a renewed Zeppy like Thomas Keller, you
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  know, they start these macro trends that everyone soon
• 13:40
  follows and everyone follows them.
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  But those, the reason everyone follows them is because they are
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  the exceptions to the rule. They're the ones that we're
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  thinking differently. And then after a while, you know
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  a new trend will come along. But I think there's a lot to be
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  said for those people that are innovators.
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  So when it's coming to mentoring yourself, why it's let's say
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  profile of individual, do you mentor in your organization or
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  even like outside of your organization because I'm
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  guessing that you are having those mentorship program you
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  know with at a different level in term of responsibilities or
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  functions, yes, so. Right now I I I think I have
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  four or five mentees that I work with directly that I work with
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  that right now at work and we meet weekly or biweekly and I
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  assigned them homework and they have to come back and and give
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  me feedback on the homework that I've assigned to them.
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  Additionally, I always say you can't come back and and
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  reschedule the mentor meeting with me until you've completed
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  your homework and you need to always show up with five
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  questions and so that we could discuss the questions that they
• 14:39
  want to get through. I could get feedback on their
• 14:40
  homework and then I always provide them with new homework
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  and and the homework that I provide them with is a little
• 14:45
  bit challenging because what I'm really after is not necessarily
• 14:49
  increasing a very specific skill set but more of a a bigger
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  picture. So like I will say you need to
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  learn how to be more confident and ask for what you want.
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  So the homework might be you need to go around and ask people
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  for discounts, or you need to learn how to negotiate, or or
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  some people might get stepped on a little bit too much.
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  So I'll say you know, your homework is too figuratively
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  speaking, go confront someone, Go confront a bully in your
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  particular world. So that might be a boss, that
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  might be a subordinate, that might be, you know, someone in
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  your personal life, but it's have a have a confrontation with
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  them so I can push them out of their comfort zone.
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  So everything is designed to push them out of their comfort
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  zone a little bit and to help them overcome some of the
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  obstacles that they're facing in their career.
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  You know, the reason I tell people to ask for something, you
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  know, whether it be a discount or negotiate, negotiate down the
• 15:36
  price of the watch or whatever the case may be, is because if
• 15:39
  you can't ask for something, then when the time is tough,
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  you're not going to be able to ask for something.
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  So when that time comes for a raise or that time comes for a
• 15:45
  new job, are you going to think you're worth it?
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  And I think that was a valuable lesson that I learned early on
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  in my career, is that people aren't going to give you
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  something if you don't ask for it because people will assume
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  you're not interested if you don't speak up.
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  And I know a lot of people that have, you know, been held back a
• 15:59
  little bit because they think that someone's going to tap them
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  on the shoulder and tell them, OK, yeah, I, I you're ready for
• 16:05
  it. But that sometimes that happens,
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  but it doesn't always happen. And I think the people that ask
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  for the opportunities would be surprised about how many doors
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  open for them simply by asking. So building up the confidence to
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  ask for something. So you're you're saying that
• 16:18
  your mentees have to come back to you in the session with five
• 16:23
  different questions. You know to you any type of
• 16:26
  questions, or are you looking for something in in particular?
• 16:30
  No, I I because I don't know specifically what it is that
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  they need at that moment. So based on the questions that
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  they ask, I'll start to decide on on the homework that I have
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  for them. So if a lot of their questions
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  are like hey, how do I deal with this difficult person or how do
• 16:44
  I manage that person or whatever the case may be.
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  If I start to notice that OK, their issue seems to be that
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  with confrontation, then some of the homework that I assigned to
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  them revolves around just so they can start to overcome
• 16:56
  something. And outside of the Fairmont, you
• 17:02
  are part as well and of another organization which is a
• 17:07
  mentoring, you know, organization for chefs.
• 17:10
  Yes. So the organization is Mentor
• 17:12
  BKB and it was founded by Jerome Bokoos, Thomas Keller and Daniel
• 17:16
  Balloon. And what this organization does
• 17:18
  is it it finds, it recruits and it funds a competitor for the
• 17:22
  Bokus Dior. But it's grown much larger than
• 17:24
  that. There's a young chef competition
• 17:26
  which really identifies young and up and coming talent and it
• 17:29
  gives them the platform to compete.
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  There's a call me competition which does a similar thing.
• 17:34
  There's granted scholarship opportunities that are put out
• 17:37
  by mentor where if you apply for this mentor grant, you have the
• 17:40
  opportunity to go and work in a kitchen of your choice, a world
• 17:44
  class kitchen around the world. So for example, you if you want
• 17:47
  to go work at Noma, you know you get a paid sabbatical to go over
• 17:50
  there and spend some time in that kitchen assuming that
• 17:53
  they're willing to accept you. So it's a great organization
• 17:56
  that really helps promote young and up and coming chefs as well
• 17:59
  as support someone to compete and represent the country of the
• 18:02
  United States and in the Picoustie or competition.
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  And what is your role in the organization?
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  So my role is, I'm at the Culinary Council, so sometimes
• 18:10
  my role is. Wherever they tell me.
• 18:11
  They need me so whether that's judging for an event.
• 18:15
  Or. Sometimes being involved in a
• 18:17
  fundraiser or you know, helping select sponsors or whatever the
• 18:21
  case may be, providing hotel rooms where possible, so all
• 18:26
  sorts of things. You know, I've done four or five
• 18:27
  mentor dinners. I've been a judge at the USA
• 18:30
  because your finals in Las Vegas, I got to carry the
• 18:33
  platter one year where I was very nervous because I'm
• 18:36
  thinking, jeez, I have to carry the platter in front of all
• 18:38
  these chefs and the chefs put all his blood, sweat and tears
• 18:41
  into something and what if I trip over a cord and I fill the
• 18:44
  platter? That was maybe one of the more
• 18:46
  nerve wracking moments that I had.
• 18:48
  But so all sorts of things that I do with the mentor BKB.
• 18:50
  But in addition to that I also encourage my own team to apply
• 18:54
  for the scholarship grants because I know if they get
• 18:56
  selected it's a life changing opportunity for them to go work
• 18:59
  in a, you know, 3 Michelin star kitchen or a restaurant that's
• 19:01
  on the world's fifty best list. Not only did do they get to go
• 19:04
  over there and work, but they get to bring something of value
• 19:07
  back, whether it's something part of the culture in these
• 19:10
  great restaurants or technique or something innovative that
• 19:13
  they're doing. So the idea of sending the cooks
• 19:16
  over there, one of our chefs, something that I always highly
• 19:18
  encourage them to do. So if you are looking back in in
• 19:24
  your career, what would you have liked you know one of your maybe
• 19:29
  mentor or maybe one of the chef that you work for, you know told
• 19:34
  you in term of guidance and something that you know it would
• 19:37
  have been like very positive for you for the for your future?
• 19:41
  You know, something that I wish I had learned a little bit
• 19:43
  earlier in my career was to plan a little bit further.
• 19:47
  I've been a chef for a long time and I think, I think I always
• 19:50
  looked at it as like, I'm going to be a chef forever.
• 19:52
  But eventually what's next? You get to a certain point where
• 19:55
  you think what is next? And you know, I love being a
• 19:57
  chef and it is my passion. So right now it's not a problem,
• 19:59
  But you know, maybe one day it will become a problem where?
• 20:02
  It is. What's next?
• 20:03
  And I don't know if I've strategically, in my own mind,
• 20:06
  planned out, you know, the next couple of years.
• 20:08
  Maybe it'll be your sidekick on a podcast or something.
• 20:15
  OK, I'll give you some advice there.
• 20:20
  So in general, how do you, how do you inspire others?
• 20:23
  You know, that's a difficult question.
• 20:24
  I I think what I could do is I could give them the framework in
• 20:27
  an environment where they can be inspired.
• 20:30
  We talked earlier about creating a a disciplined environment with
• 20:33
  a very specific workplace culture.
• 20:36
  That's the most important thing for me.
• 20:38
  And when you think about all the different distractions that we
• 20:40
  have going on, it's like I want to turn down the noise.
• 20:43
  I want to turn down the noise and have so much consistency
• 20:45
  that they could really focus on what's important.
• 20:47
  In my case, that's the food. So if we have standards for all
• 20:51
  these other things, they could really put a laser like focus on
• 20:53
  what's in front of them and that may allow them simply by turning
• 20:57
  down all the peripheral noise, allow them to focus on
• 21:00
  creativity, on what's on the plate, as that's my world.
• 21:02
  So I think you got to provide the setting for someone to be
• 21:06
  creative and be inspired. That's really something that's
• 21:08
  important is I need to make sure that all the tools are there,
• 21:11
  all the resources that are there, for someone to be
• 21:14
  inspired. So you're talking about, you
• 21:19
  know, creativity and obviously there's a lot of leaders that
• 21:23
  are going to listen to this podcast in various industries.
• 21:27
  They are managing in house creative teams.
• 21:30
  So we know in that situation the importance of obviously giving
• 21:33
  constant feedback. But you direct reports are
• 21:37
  obviously very creative people. So what advice would you give
• 21:41
  when it comes to leading creative teams?
• 21:43
  I think you have to allow them to be creative and sometimes you
• 21:46
  got to allow them to fail. You know, sometimes a dish will
• 21:49
  come up that I know is not necessarily for me and it gets
• 21:52
  presented be put on the menu and I might not be 100% sold on it,
• 21:56
  but the chef putting in front of me is very passionate about this
• 21:58
  dish. So I may give him some feedback
• 22:00
  if it's an absolute no. Sometimes it is an absolute no,
• 22:03
  but a lot of times it's just a personal preference on my part
• 22:05
  or I don't think it's going to work.
• 22:06
  But I need to allow them the opportunities to still try it
• 22:10
  and either prove me wrong where I, you know, gives me an
• 22:12
  opportunity to learn from them or allow them to understand why
• 22:16
  it wasn't a good decision. So it's about allowing certain
• 22:19
  amount of failure in a young up and coming chefs or industry
• 22:23
  people just so that they have the opportunity to learn from
• 22:26
  their mistakes, because learning from mistakes sometimes is the
• 22:29
  best education. And sometimes you say it's an
• 22:31
  absolutely no. So when I like those situations
• 22:34
  that it is an absolute no, is it linked to, it doesn't fit maybe
• 22:38
  like the brand of you know, one of your food program within the
• 22:42
  Fairmont or because it's lacking of a technique or what's the
• 22:46
  those situations? So I think that's I think you
• 22:49
  hit the nail on the head is that what we're trying to do in all
• 22:51
  these restaurants is stay on brand.
• 22:53
  So for example, you know one of our restaurants is an Asian
• 22:56
  concept. So if someone comes up to me and
• 22:58
  you know has something that's very far off and it's not on on
• 23:02
  concept, then you know if we're going for a very traditional
• 23:05
  Asian style food and they come to me with something that's
• 23:08
  French, Asian influenced. I might say that's kind of not
• 23:11
  on brand of what we're doing. It's good idea, but maybe you
• 23:13
  put that in your pocket for the future for a different concept.
• 23:16
  This concept, it's very traditional Asian or if it's
• 23:19
  Italian and they say, you know they want to put the making this
• 23:22
  up, they want to do a hummus pizza and say, well that's kind
• 23:24
  of not what we're going for, right.
• 23:26
  We want a more traditional Neapolitan style pizza.
• 23:28
  That's the direction that we need to go.
• 23:30
  So sometimes it's just about redirecting them and helping
• 23:32
  them understand that it's not on brand or doesn't.
• 23:35
  Those are the absolute. Notes.
• 23:36
  I hope you like to show something different.
• 23:38
  If you want to listen to the full discussion, I'm going to
• 23:40
  link it in the show notes so you can go listen on Spotify or
• 23:44
  wherever you listen to podcasts. Make sure you like and
• 23:47
  subscribe. Go follow Emmanuel LaRoche
• 23:50
  Flavors Unknown podcast as well. He does a lot of really great
• 23:53
  interviews with a lot of fantastic chefs.
• 23:55
  He's a great interviewer. And if you're listening on
• 23:56
  Spotify, make sure you leave five stars.
• 23:59
  Nothing less than five stars. If you're watching on YouTube,
• 24:01
  like subscribe all those things go to chefspsa.com where you get
• 24:05
  all the books, all the merch. We'll see you next week.
• 24:07
  Hit the porno music.