Latest / Chef's PSA Podcast / What Makes A Good Sous Chef? Ep. 61

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What Makes A Good Sous Chef? Ep. 61 · Chef's PSA Podcast

• 0:00
  Hello chefs, This is Chef's PSA Podcast.
• 0:02
  I'm your host, Andre Natara. On today's episode, we're going
• 0:05
  to talk about what makes a good sous chef.
• 0:07
  Stay tuned. Before we get into it, let me
• 0:21
  give you a brief update. All the books are now translated
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  into Spanish. And as of today, which is
• 0:28
  Sunday, August 27th, two of the books have been translated into
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  Italian. So you go find them.
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  You go to chefspsa.com/books and you can get all the books from
• 0:38
  Chefs, PSA, Culinary Leadership, Fundamentals, Kitchen, Art of
• 0:41
  War. The two that are now in Italian,
• 0:44
  Line Cook, Survival Manual, Bad Sue, Good Chef and How Not To Be
• 0:48
  the Biggest Idiot in the Kitchen are now also in English,
• 0:51
  Spanish. The English versions are also
• 0:54
  ebook and audio, and we'll see if I do audiobooks on the
• 0:57
  different languages. That is undecided.
• 1:00
  So let me start out this episode with a joke.
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  There's a group of chefs in a room at a party and all of them
• 1:06
  are afraid to leave. They're all waiting each other
• 1:09
  out, and the reason that is because they know that the 2nd
• 1:11
  that the first one leaves, the other ones are going to say that
• 1:15
  chef is a Shoemaker, that chef is a hack, their food sucks.
• 1:18
  It's an old joke and it's probably been told a couple of
• 1:20
  different ways, and the reason I say that is because it's an old
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  chef's PSA that I did. One of the original ones is no
• 1:27
  matter how well you do something, another chef was
• 1:29
  going to think you're wrong. Today's episode is about what
• 1:32
  makes a good sous chef. There's going to be a lot of
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  opinions on this. I did a podcast earlier in the
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  series about going from cook to sous chef, where I talk about
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  all the things that you need as a cook as you start moving up in
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  your career. And what are the things that I
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  would look for as a chef if I was going to promote someone to
• 1:48
  sous chef or hire someone for that matter?
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  On this episode, what we're going to talk about is, let's
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  assume you're already in the position.
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  How do you make sure that you're a good sous chef when you're in
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  the position? Believe it or not, this is a
• 1:59
  very important skill. I often say that the price of
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  entry, the gatekeeper, is culinary ability.
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  If you can't cook, you have no business being a sous chef.
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  And I've said before, don't focus so much on the admin work.
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  When you get into the sous chef role, you'll figure it out.
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  It's probably not that complicated to write a schedule
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  and things like that, but when you're in the role, there's
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  going to be a lot of things that come at you for the first time.
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  A lot of traps to avoid that a lot of sous chefs fall into, and
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  I want to get into all those things.
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  So some things to look out for and some things that will not
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  only help you be more successful but will save you a lot of
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  headaches when you're in the position.
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  Now I think it needs to be said, the technical abilities are the
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  gatekeeper. You need to know how to cook.
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  If anything. You should be ideally the best
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  cook in the kitchen depending on what your brigade system is.
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  So let's assume it's just you and the chef and you're in the
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  second position. You're the number two you need
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  to be the best cook in the kitchen because most likely
• 2:50
  you're the one that's going to be doing most of the interacting
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  with the majority of the cooks that work there.
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  Not all kitchens are the same and I should also say the the
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  sous chef duties in different kitchens are going to vary.
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  So in some places I've been, I've been the chef of some
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  places where the sous chef is basically the most experienced
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  line cook, but you're tied down to a station.
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  I've worked in other places where the sous chef is free from
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  the station. They're running the pass and
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  they're doing what most people think the chef does.
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  So there isn't A1 size fits all answers for what the sous chef's
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  role and responsibility is. But let's just assume that you
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  have some authority over your kitchen and a lot of kitchens.
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  The sous chef was like the varsity quarterback.
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  People either love the sous chef because they're great.
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  They're maybe they're not mean like the head chef.
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  Sometimes they came up from the ranks, from the line cooks, so
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  they still hang out and they're very friendly with them.
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  Other times, the sous chef is the biggest jerk.
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  No one likes them. They're too strict.
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  They think they're above everyone else.
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  Those problems are usually the two that you come across, like
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  the sous chef that's beloved or the sous chef that has a big
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  ego. I shall also say the third is
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  the sous chef that doesn't do anything.
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  As soon as the chef leaves, they they they pull up a chair, sit
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  down and bark orders. So those are usually the three
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  different types of sous chefs that you're going to work with.
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  The one that's going to be the most respectful and how they
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  interact with others is usually the one that's going to be the
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  most desired. So if you want to be a
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  successful Sousha, first and foremost, you need to treat
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  every single person in your kitchen with dignity and
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  respect. That's going to go a very long
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  way. If people respect you, they will
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  do more for you. And I should also say they will
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  respect you more if you have technical ability.
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  So you need to be able to tell them to do it, but also
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  demonstrate that you could do it.
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  And if they're doing it incorrectly, you need to be able
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  to correct them and show them how to do it.
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  I've known certain shoe chefs that don't know how to do
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  something, and I've talked about this before is that sometimes
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  people will avoid certain jobs that maybe skipped over and now
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  they're in a position of authority.
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  So they're expected to know how to do this, and they don't want
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  to lose face by showing that they don't know how to do it.
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  So they just completely avoid it or they delegate it.
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  People see through that. The rest of the team knows that
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  if you avoid butchering the skate every single time, they're
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  going to start to think They clearly don't know how to
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  butcher skate. You always have to go to the
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  restroom or take a call or place an order every time the skate
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  comes out. Which, by the way, skate is an
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  awesome fish skate wing needs to make a comeback.
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  So if you're listening, you know, take the salmon off the
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  menu and replace it with skate. Anyway, you don't have to do
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  that. It's just my opinion.
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  But a good shoe chef has technical ability and can
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  demonstrate that they can do the job as proficient as almost
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  everyone on their team. Now, of course, there's going to
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  be certain people on the team that could do specific tasks
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  better than you. Like Maybe someone is just
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  really good at butchering fish. It's okay that they're better
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  than you, but you still need to know how to do it.
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  Maybe you can't do it as good as them, but you still need to be
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  able to do it. Maybe someone has a better grill
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  cook than you. They always nail the temps of
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  the meat. Well, even if they are better
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  than you, you still need to be able to do it.
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  A good shoe chef should be able to cover every single station in
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  the kitchen with a certain level of proficiency.
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  So let's just say you need to operate at an 8 or a nine on all
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  stations where some people might be operating at A10.
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  The other thing when you're new in the sous chef role is now
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  you're starting to develop your communication skills.
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  It's having coffee with someone today, and we were talking about
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  the difference between the different eras of kitchens, the
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  old and the old era. A lot of the era that I came up
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  and it was the shuffle would explode, yell at you multiple
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  times over the same thing, but really a lot of times the
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  consequences for the action that was not desired was just
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  yelling. But there was no correction.
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  It was just, I'm going to explode, I'm going to yell, but
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  I'm not going to correct it, I'm not going to explain, and I'm
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  also not going to fire you. When you manage that way.
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  What ends up happening is sometimes not everyone responds
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  well to that, especially nowadays.
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  So it starts to create this downward spiral of mistake after
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  mistake after mistake after mistake.
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  You make someone nervous because they messed this up.
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  The next thing you know they messed the next thing up and the
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  next thing we were talking about.
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  Sometimes it's better to just stop, lower your voice, go up to
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  them, explain to them why something needs to be done a
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  certain way, how they can correct it and show them, and
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  then make sure that they understand.
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  And then you show them again when the same thing happens, and
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  you show them a third time, but maybe by the 4th time you tell
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  them this just is not a good fit and they then they move on.
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  Every single step along the way is done respectfully.
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  Because if you have a group of people watching and they see
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  every interaction that you do is respectful and professionally,
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  and you educate them, they most likely will be more keen to
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  learn the lesson. And if they understand that
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  there's consequences, you know, the ultimate consequence of
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  losing your job or some sort of demotion, then they will be more
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  keen to correct it. However, if the only
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  consequences that you're going to yell and belittle and
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  embarrass me, but you're not going to do anything, you're not
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  going to fire me, you're not going to teach me how to do it,
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  you're not going to correct me. What's going to end up happening
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  is people are just going to get used to you yelling at them and
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  that's it. They're not necessarily going to
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  improve and you're going to continue to get frustrated.
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  So this is something that I talk to sous chefs often is like when
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  you become a sous chef, one of the most important things that
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  you need to work on is how do you communicate ideas to people
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  that they're going to learn from it.
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  You're going to educate them without making them feel like
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  idiots. They can walk away from the
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  interaction with you and say, now I understand.
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  Now I know how to do that. Thank you for showing me, maybe
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  even thanking you and not walking away thinking that they
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  want to quit and or feeling like a failure, right?
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  A good sous chef has the ability to communicate with people and
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  if they don't yet, that's going to be One of the most important
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  skills that you need to add to your toolbox as a sous chef is
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  that ability to communicate with others, to be able to
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  communicate ideas without getting angry will help everyone
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  in your kitchen out in the long run.
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  The other thing that people expect from a sous chef is they
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  have to walk the talk. I did a post the other day and I
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  said you have to walk the talk, but ultimately the walk is the
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  only thing that matters. In other words, it doesn't
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  matter if you say it, but if you do it, that's most important.
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  You can't act as if Caesar is above the wall.
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  If the rule in the kitchen is no one does this, then it can't be.
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  No one does it except for the sous chef is allowed to get away
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  with it because a rule for one is a rule for none, right?
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  If one person could get away with it, then everyone's going
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  to get away with it and we all know what happens, right?
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  We say don't do this and no one does it when the chef is there,
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  but as soon as the chef leaves, everyone does it.
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  So then the question is, is it really a rule?
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  If a rule doesn't apply to everyone, then it's not a real
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  rule. And the sous chef, in my
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  experience, I've seen many sous chefs fail with this is they say
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  one thing when the chef is around and as soon as the chef
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  leaves, they do something completely different.
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  And a lot of times that comes because they used to be friends
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  with the cooks that are there. They want to be perceived as the
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  cool person. Chef's not here.
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  So we're going to do it this way.
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  And I can tell you it's the wrong thing to do because people
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  really don't respect that. And not only that, but the chef
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  always knows because there's always someone that will rat you
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  out to the chef and say as soon as you leave.
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  Just so you know, this happened. Trust me, I was a chef for a
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  long time. There's always spies in the
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  kitchen that are always trying to gain a little advantage.
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  The person that didn't get the job and you think they're your
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  friend, they're going, they're going behind your back, they're
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  telling the chef this happens as soon as they leave.
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  The other thing that the sous chef does, that's a critical
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  role in what they do is they act as the bridge between the
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  culinary team, the line level staff and the executive chef or
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  the chef, the cuisine, because they live in both worlds.
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  Sometimes they're they're acting as a cook and other times
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  they're acting as a leader. So they are shared information
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  from both ends, meaning that the chef sometimes shares
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  confidential information with them and sometimes the cooks
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  share confidential information. Now, I could tell you, and I'm
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  only telling you from a chef's perspective because some of the
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  cooks that might be listening to this will say, well, I don't
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  like that at all. But when you hear something, you
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  are the eyes and ears of the chef, and you need to be
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  communicating that information up to the chef so that they can
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  make a good decision on how to handle situations.
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  So if you know of things happening, you need to make sure
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  that you left your you let your chef know.
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  But the other way around, unless we're talking about something
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  you like illegal or immoral or unethical, you're going to know
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  things and it's your responsibility to not share that
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  information down. So it's a tough situation
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  because sometimes you got to tell people confidential
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  information up that might get them in trouble, but sometimes
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  you can't share that information that you know is going to affect
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  the team down. That's the job that you signed
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  up for. And trust me, it's one of the
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  more difficult things that you're going to deal with
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  because you're going to be sitting on your hands with some
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  information. You know, someone's about to be
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  let go in a couple of days, but you can't say anything about it.
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  Maybe that someone is your friend and you can't say
• 12:06
  anything about it. Maybe you know someone's going
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  to quit and you know it's going to screw over the entire
• 12:12
  restaurant, and this person is your friend, but you still have
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  a duty because you took the job to be the sous chef.
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  And ultimately your duty and your loyalty lies to the
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  restaurant and to the chef that you're working for.
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  It's a tough thing for people to navigate.
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  There's going to be situations that come up where in a lot of
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  kitchens, the sous chef or the number 2 is really the person
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  that's driving the cuisine forward.
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  And then in many cases, they might be technically stronger
• 12:41
  than the chef that they work for, meaning with food, pots,
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  pans, knives, things like that. They might be more efficient on
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  the line or maybe they put more dishes on the menu recently or
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  whatever the case may be. These instances are going to
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  happen and you're going to have this feeling that you may be
• 12:56
  slightly upset and think that you deserve more of the glory,
• 13:00
  more of the lion's share of the glory than the chef is getting.
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  And you got to be careful with that.
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  You should go back and listen to my series that I did on the 48.
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  Laws of Power as it relates to chefs.
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  And Rule #1 is never outshine the king.
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  Even if you are technically better at certain things in the
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  chef, make sure that they give the credit.
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  It's your job as the sous chef. This is kind of weird, but this
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  is the reality. It's your job as the sous chef
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  to make sure that the chef looks good, and it's the chef's job to
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  make sure they give you the credit when you deserve it.
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  That's the way it works, and if you work for a good chef,
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  hopefully they're giving you the credit when you deserve it.
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  But it's really easy to be upset with the chef because you feel
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  like you're not getting the credit that you deserve and you
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  do something stupid behind their back and you try and sabotage
• 13:44
  them. Or you talk bad about them when
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  they're not in the room and you plant the seed of dissension
• 13:49
  amongst the team. Trust me, you do not want to do
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  that. That's a slippery slope to
• 13:53
  losing a job and to burning a bridge.
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  Always make sure the chef looks good.
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  Enhance their reputation whenever possible.
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  Never outshine the chef. Let them have the limelight.
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  Your time will come, trust me, and your time will come sooner
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  if you make sure that your boss always looks good and they
• 14:08
  recognize that the chef knows. Hopefully the chef that you were
• 14:11
  for has some common sense. They know that you're doing all
• 14:14
  the work, and when your time comes, if you have a good
• 14:17
  relationship with your chef, they're going to make sure that
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  you get your turn at bat. Another really good trait of the
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  sous chef is that they solve problems quickly and they get
• 14:26
  the chef involved when they cannot solve the problem.
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  I used to tell my chefs if I would go home and something
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  would happen, I would want to know about it.
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  It didn't matter. Send me a text, give me a phone
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  call. Whatever the case may be, I want
• 14:39
  to know about it so I'm able to fix it and get ahead of it, or
• 14:44
  I'm able to think about how I'm going to correct it before I
• 14:46
  walked in the door. But there's nothing worse than
• 14:49
  walking through the door and finding out there's a disaster
• 14:51
  and all these things happened and you're finding out about it
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  a little bit too late. And now you can't correct it.
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  To each their own. Not all chefs think this way.
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  Some some chefs are like, it's my day off, don't bother me.
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  I was the opposite. If there was a big issue, I want
• 15:04
  to know about it before I walk in the door.
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  If it's a big issue and I should put that in quote, because if
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  it's a little issue, I don't want to know about it.
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  You're put in a position of leadership.
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  So you're expected to take charge.
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  As the expression goes, if you're not sure what the right
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  thing to do, is, do the right thing.
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  And if you find yourself in a position where you don't know
• 15:23
  what to do, then you could ask a good A good rule of thumb is
• 15:27
  what would the chef do in this situation?
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  What do you think is the best move in this situation?
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  And if you're uncertain, ask the chef.
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  And if you can't get a hold of the chef, make the decision that
• 15:36
  you think they would make, and if you're not sure what they
• 15:38
  would do, do the right thing. I don't know if I've ever said
• 15:40
  this before, but I'll say it here.
• 15:42
  Maybe I said it in a book or another podcast, but the person
• 15:46
  that brings the most value to the team is the person who could
• 15:50
  solve 1 issue versus the person who could point out 10 problems.
• 15:54
  So I'll say that another way. If you could solve one problem,
• 15:58
  you bring more value than the person that could find 10
• 16:01
  problems. And what I mean by that is
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  there's a lot of chefs that I've worked with, sous chefs and
• 16:07
  whatnot, that all they do is complain, this is wrong, this is
• 16:09
  wrong. We can't do this because of
• 16:10
  that. We can't do this because of
• 16:12
  that. And they have nothing but
• 16:14
  excuses as to why things can't get done.
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  Everywhere they look, they see an obstacle to not perform.
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  And as the chef, I could tell you, that's frustrating because
• 16:25
  usually when you're in the chef position, you've usually skipped
• 16:28
  the step of sous chef by solving problems.
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  And so the person that has more value is the person that could
• 16:34
  solve problems versus the person that could find problems.
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  If you could solve me one problem, you have more value
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  than the other person because that means you're wired
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  differently, you're wired to fix things and find solutions.
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  And when you're a sous chef, your job is to handle the
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  issues. You should be handling the
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  majority of the issues on your own without having to get the
• 16:55
  chef involved. But you should be getting the
• 16:57
  chef involved when you reach something that you cannot solve
• 17:01
  on your own. But if you take more off the
• 17:04
  chef's plate, it's a good thing. And if they give you more,
• 17:07
  that's also a good thing. So a lot of people look at it
• 17:10
  like they're giving me more work.
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  I can't handle it. It's too much.
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  If you truly can't handle it, ask for help.
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  But if you can handle it, you should take it.
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  Thankfully, because if they're giving you more work, it usually
• 17:21
  means that they have more confidence in you.
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  Now, a lot of people don't agree with my what I'm going to say
• 17:26
  next, but occasionally people will ask me like, hey, I feel
• 17:29
  like I'm doing the executive chef's job, but I'm not getting
• 17:32
  paid for it. What should I do?
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  I always say do it, get the experience, learn how to do it.
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  Because when the time comes, people are not stupid.
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  If people are noticing that you're doing the work of the
• 17:42
  person above you, one of two things.
• 17:44
  It's either happening because they're grooming you and getting
• 17:48
  you ready to go into that position and they want to, they
• 17:50
  want you to demonstrate it first before they give it to you.
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  Or they are aware that it's happening and maybe they're
• 17:58
  about to let someone go and move you into the position.
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  So when you're given things that are, you know, sometimes above
• 18:04
  your pay grade, look at it as an opportunity to learn.
• 18:07
  Because I'm going to give you this example.
• 18:11
  You have two sous chefs, you give both of them a little bit
• 18:14
  more work than what they're used to.
• 18:17
  One person says I'm not doing it unless you pay me because that's
• 18:20
  not my job and the other person says I'll do it regardless.
• 18:24
  The person who says they'll do it regardless when the time
• 18:27
  comes will get promoted. It's really a nobrainer.
• 18:30
  It's obvious because they've already demonstrated that they
• 18:33
  are willing to go above and they've already demonstrated a
• 18:36
  competency in the task where the other person like it's a gamble.
• 18:41
  One, they might not be able to do it.
• 18:43
  It's just theory that they say they could do it, but the other
• 18:45
  person has demonstrated it. Take the opportunity.
• 18:49
  When the time arises, I'm going to tell you a story.
• 18:52
  I had a sous chef that worked for me and then she had gone and
• 18:56
  worked in this three Michelin star restaurant.
• 18:57
  And then she came back and worked for me later on.
• 19:00
  And I had made something and then I had stepped away.
• 19:03
  And when I stepped away she went and changed it because she
• 19:08
  thought it would be better the way that she wanted to make it.
• 19:11
  And she told someone, I corrected Andre's dish I know
• 19:16
  better now. I just came back from this
• 19:17
  restaurant and it got back to me.
• 19:20
  And even though this person didn't think that they were
• 19:22
  doing anything wrong, it was I I took it very personally, like
• 19:28
  the dish that I was doing was sentimental to me.
• 19:30
  I was replicating a dish a very specific way because that's the
• 19:34
  way I wanted it. And this person thought, well,
• 19:36
  they knew better because they had just come from this
• 19:37
  restaurant and then made a joke about it to the staff that they
• 19:41
  were correcting me. I could tell you, like, that is
• 19:43
  absolutely the wrong thing to do.
• 19:45
  You lose complete trust with your chef when that happens.
• 19:48
  Don't be the sous chef that does it differently.
• 19:51
  As soon as the chef walks out the door, you need to be
• 19:53
  speaking with one voice. You need to be aligned.
• 19:57
  You and your executive chef need to be aligned in your actions
• 20:00
  even when you don't agree. If you don't agree, speak up.
• 20:05
  And if they say I've heard you, but we're still doing it this
• 20:08
  way, then that's what it is. But don't.
• 20:12
  Do it a different way. As soon as they walk out of the
• 20:14
  room and if it's a recipe that they told you to do and the
• 20:17
  recipe doesn't work, don't be the person that says, OK, chef's
• 20:21
  gone. Do it this way.
• 20:22
  Go back to the chef and say, hey, I followed your recipe and
• 20:25
  this is the result. Is this what you want?
• 20:28
  And if that's not what you want, can you show me?
• 20:31
  Because maybe I'm doing something wrong?
• 20:34
  Because a lot of times, like I've been in situations where
• 20:36
  people say, oh, chef's recipe doesn't work, do it this way.
• 20:38
  It's like my recipe does work and then I go look at the recipe
• 20:41
  and there was a typo and all they had to do was tell me and I
• 20:44
  would have corrected it. It's not that my recipe didn't
• 20:46
  work. Well, technically it didn't.
• 20:47
  But if I could have caught the typo and made sure that the
• 20:50
  recipe worked versus them going around telling everyone chefs
• 20:54
  recipe didn't work and making me look bad.
• 20:56
  But really making them look bad because they're making me look
• 20:59
  bad to the staff but they look bad to me.
• 21:01
  And also the staff now knows that the two chefs are not
• 21:04
  aligned. And I can tell you one of the
• 21:06
  most important things for me as a chef is I need that. #2 I need
• 21:10
  the Sous Chef to be my right hand.
• 21:12
  We need to be both going the same direction because I don't
• 21:15
  want someone on my team that's rowing against me.
• 21:17
  There's going to be times when you make mistakes.
• 21:19
  As the Sous show, I can tell you it's best to be honest and up
• 21:22
  front. One of the things that I used to
• 21:23
  do, whenever I'd make a mistake, I would show up and confess.
• 21:28
  Like Chef, I did this, but this is what I did to fix it versus
• 21:33
  them finding out later. You want to own up to You don't
• 21:35
  want to hide your mistakes because it always comes up and
• 21:38
  you also don't want to hide the mistakes of others like unless
• 21:40
  you could correct it. You need to be upfront to
• 21:42
  communicate what those mistakes are.
• 21:44
  But like I said, the best answer is always this is wrong, this is
• 21:48
  what I did to fix it. That's the kind of person you
• 21:50
  want on your team. Some of that solutions based, a
• 21:52
  quick update can save you hours worth of work.
• 21:56
  So a simple hey, this is what happened and maybe the chef has
• 21:59
  a solution. Boom, do this.
• 22:02
  And one of the last things when it comes to working together as
• 22:05
  a chef is you start to pick up a certain cadence, especially when
• 22:08
  you work in tight spaces. It's like the doctor and the
• 22:11
  assistant are like scalpel, scalpel, and they're passing
• 22:13
  them, you know, the tools on the tray.
• 22:15
  When I would work with a lot of shoe chefs, especially ones that
• 22:17
  I had worked with for a long time, we had a certain flow.
• 22:19
  Like they knew exactly when I needed a spoon and they were
• 22:22
  handing it to me before I need it, where they're passing me a
• 22:25
  small container, whatever, so I could put a canal of whatever.
• 22:29
  That's the kind of person that you want to work with where you
• 22:31
  guys are in flow, you both are in flow.
• 22:35
  You're handing them things, they're handing you things, and
• 22:37
  the food just comes out perfect. They're wiping the rim of the
• 22:40
  plate while you're putting the finishing touch, or vice versa.
• 22:45
  There's a certain rhythm, and I could tell you that if you could
• 22:48
  work in that flow with your chef, it's a very beautiful
• 22:51
  thing. And I want to work with those
• 22:52
  people because sometimes it's the exact opposite.
• 22:54
  You're bumping into each other. One person thinks they're one
• 22:58
  person's trying to take control, and the other person doesn't
• 23:00
  want to follow and it and it's just awkward.
• 23:02
  You need to have a there's a certain kitchen karate going
• 23:06
  between the sous chef and the chef to make sure that
• 23:08
  everything goes out smooth. That's what you're looking for.
• 23:10
  So to recap, it's about being able to solve problems and
• 23:14
  asking for help when you can't. It's about making sure your chef
• 23:18
  looks good and then making sure that you look good as well.
• 23:21
  It's about being able to flow together.
• 23:23
  It's about making sure that you're the voice of reason and
• 23:27
  that you're upholding the rules of the kitchen even when the
• 23:29
  chef leaves. And sometimes it's about taking
• 23:31
  on more work so you can learn and grow.
• 23:34
  Anyway, hope you enjoyed that episode.
• 23:38
  I hope you learned a couple of things.
• 23:39
  If you want to support the show, you know what to do.
• 23:41
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• 23:43
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• 23:46
  other platform, make sure you leave.
• 23:47
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• 23:49
  star podcast If you've purchased the books before and you like
• 23:53
  them, please leave a review on Amazon or Audible.
• 23:56
  The reviews go a long way and only five star reviews.
• 23:59
  If if you didn't like the book, then you know.
• 24:01
  Just, I'd rather you tell me you didn't like it than tell the
• 24:04
  world. Just kidding.
• 24:05
  Only five star reviews on the book, though.
• 24:07
  Go to chefspsa.com for everything that we're doing.
• 24:10
  Thank you very much. See you next week.
• 24:12
  Cue the porno music.