I can’t deny the a lot of management style, as well as my writing is inspired by Anthony Bourdain.
He’s much acclaimed masterpiece, Kitchen Confidential got me really excited about the restaurant industry when I first read it back in 2006.
I greatly enjoy his 2010 follow, Medium Raw and all the other countless restaurateur and management books that would follow.
He and I share the same philosophy when it comes to our relationship with our employees. Especially the ones that have personal problems
I’ve coddled plenty of dangerously unstable characters
over the years; I’ve kept on plenty of people who I knew in the end would make me look bad and
become more trouble than they were worth. I’m not saying I’m Mister Rogers, a softie-okay,
maybe I am saying that . . . a little bit. I appreciate people who show up every day and do the
best they can, in spite of borderline personalities, substance abuse problems and anti-social
tendencies; and I am often inclined to give them every opportunity to change their trajectories, to
help them to arrive at a different outcome than the predictable one when they begin visibly to
But once gone-quit, fired or dead-I move on to the next problem. There always is one.
It’s that last line that I have the biggest problem with. I worry about most of my crew that leave due to personal demons.
One soon after departing. Lost their life.
I care about my crew and their problems.
I go home Saturday night with a sulking cook getting crispy around the edges on my mind?
Someone in my kitchen talking about going AWOL, exhibiting symptoms of the dreaded martyr
mode? My weekend is ruined. All I’m going to be thinking about for every waking moment is that
cook and what I can do to fix the situation. I’ll lie there on the bed, staring into space, paying
scant attention to the TV, or what my wife is talking about, or the everyday tasks of bill paying,
maintaining a home, behaving like a normal person.