The 5 Laws of Leadership: The Bear

What the American psychological comedy-drama series created by Christopher Storer for FX on Hulu taught me about designing with systems thinking, leaning in to the pivot, cultivating shared values, navigating organizational dysfunction and how to build a culture that endures.

Using drama to illustrate the executive leadership skills you need to develop as part of a plan for professional success in the real world.

What It Takes to Be The Best

Regardless of the sector you work in, to achieve excellence you're going to need a few essential components. You will need to be organized, analytical and methodical. You will need to stay calm under pressure. You will need a team around you that you can rely on, and you will need the right tools.

As we learned in the hit FX show The Bear, without those elements--anarchy.

The series follows young chef Carmen 'Carmy' Berzatto who, in the wake of his brother's untimely death, returns to their hometown of Chicago to inherit the family's failing restaurant. Carmy also inherits the restaurant's crew: a wily co-manager and a group of single-minded cooks used to outdated homegrown systems, who actively resist his changes at every step.

Having worked at some of the most prestigious restaurants in the world, Carmy is determined to use his experience to turn this local family haunt into a Michelin-starred culinary landmark. Over the course of three seasons we watch the team grow together professionally, and achieve the dramatic transformation of this one-time dive into a fine dining establishment.

First, Meet Your Team Where They Are

(Season 1, Episode 1: "System")

This law comes down to managing effectively through change. Strategizing is one thing, implementation and adoption are another thing entirely. A team will have to truly come together, in order for a plan to work.

When leading a team through a significant transition, a competent leader will first evaluate the group dynamics and human capital to gain an understanding of the current state. What does the team care about? Where is the team in the change transition cycle? What are they afraid of? What do they need to get to 'Yes'?

In 'The Bear', Carmy starts on one hand with his brother's best friend, Richie Jerimovich, and the stubborn staff who resist his efforts to standardize, organize and modernize the restaurant.

Then, he hires Culinary Institute of America classically-trained chef and Chicago native Sydney Adamu, who is invested in helping him bring the restaurant up to the exacting fine dining standards because it was once her father's favorite place to eat.

For a leader using the 'Meet Your Team Where They Are' model, understand what type of environment your team needs in order to have the best chance at thriving--and give it to them. To get their best start with what they need to be their best: Safety, Stability, Belonging, Appreciation, Communication, Purpose.

In the first season, we are introduced to the chaotic world of “The Original Beef of Chicagoland,” a sandwich shop in Chicago. The initial setup is a classic scenario of disengagement: staff members are set in their ways, resistant to change, and lacking a shared vision. We see two different types of resistance,

Logical Resistance

Someone who opposes a change solely because they lack knowledge or comprehension is exhibiting logical resistance. This kind of resistance can be identified by listening for phrases, such as "How will we do that?" or "Do we have the budget to do that?" or "Where will that equipment come from?"

Logical, rational resistance can be overcome by sharing information, such as a process manual, or a supplier site, or financial information.

Values-Based Resistance

This is the deepest level of resistance and the most difficult to overcome, and even to recognize. Some strategies to overcome resistance, can include communicating the change benefits, implement the change in stages, celebrate the small wins and providing ongoing support.

When Richie notices that the world is changing in ways that he disagrees with and yearns for the past, he finds it difficult to get on board with the new ways of working. Carmy recognizes Richie's strengths, then dials in to a plan to help him excel in the new system by teaching him the new skills he needs and building on the acknowledgment of his existing contributions.

The best leader makes the change about the journey, and doesn't let their team take the walk alone.

Then, Measure by Mis en Place?

(Season 2, Episode 7: "Forks")

The first non-negotiable on Carmy's list is: "of the place," which is close to the common culinary term 'Mise en place'. According to the French cooking concept, everything from chopping vegetables to setting up utensils, measuring ingredients to arranging everything correctly must be done beforehand. Carmy puts this on top of everything else because he knows that on this principle alone, restaurants of the highest caliber are built.

Mise en place (MEEZ ahn plahs) means “putting in place" or “gathering.” It refers to the first step, the primary discipline of organization that the best chefs in the world exhibit in their kitchens. To practice mise en place, a chef should have all of their ingredients measured, cut, peeled, sliced, grated, etc. before they start cooking. The kitchen should be spotlessly clean. Pans are prepared. Mixing bowls, tools and equipment set out. This "put in place" ahead of time technique, allows chefs to be able to assemble meals quickly and effortlessly during the frenzied pace of a meal rush because the heavy lifting has all already been done before service.

The term "mise en place" refers to not just your prepared components but also your organization, knowledge, interpersonal skills, mental toughness, and readiness. It is the fundamental idea, the foundation, and the guiding philosophy.

This principle applies to all aspects of work, including scheduling, purchasing, organizing documentation, planning releases, production checklists, interacting with stakeholders and customers, and even acknowledging and responding to customer feedback.

It's easier for teams to be competent and self-assured when there is a culture of "everything in its place" in all that you do, how you work, behave, and how you show yourself. A developer's toolset will be more effective in the heat of execution if it is arranged plainly, much like the layout of a pilot's cockpit instrument panel.

When the ‘ingredients’ you need for the effective delivery of a product, or major initiative are prepped ahead of time–validation testers lined up, lower environments up to release ready, major milestones communicated, build documentation at hand, architecture diagrams updated, dependency maps published –then the target service metrics (TTR, TTM, et.) flow simply as a result of a well orchestrated effort, masterfully.??

However, Mise en place rarely just happens without leadership setting the example and enforcing expectations. This level of standard setting requires a visible commitment to teaching, training, observation, measurement and repetition.

In the world's most exacting kitchens, mise en place is valued even more highly than talent; because leaders here know that undisciplined talent without a system; often leads to chaos rather than consistent results.?

A kitchen that looks chaotic – is a kitchen in chaos. A kitchen without attention to detail is a kitchen that is incapable of producing consistently or operating profitably.

It’s that important, and it’s that simple.

The same is true for an engineering organization that is in chaos. Lack of attention to detail renders a team incapable of producing consistent, reliable products and makes it more difficult to scale a good product or return the technology investment made by the business back into the organization. Here?Mise en place means,

Step 1: Read your recipe ahead of time. <Plan roadmaps annually, quarterly, monthly>?

Step 2: Check items off the ingredient list. <Before deploying, check the playbook>

Step 3: Prep and measure items. <Define “success” for your release milestones>

Step 4: Break down large projects. <Break down work structures, estimation and sizing>

Step 5: Organize your prepped ingredients. <Organize your environments and test plans>

Step 6: Clean as you go. <Leave no technical debt behind>?

Step 7: Create a flexible system. <Practice sequences, use placeholders ahead of time>?

In many instances, the mise en place may take more time and effort than the actual cooking time but to those accustomed, this system of thinking produces clarity and purpose.?It's non-negotiable.

The writer and chef Dan Charnas uses the concept of mise en place as a "philosophy" and "system" for what chefs believe and do, even going so far to call it an "ethical code". In the kitchen, the phrase is used as a noun (i.e., the setup of the array of ingredients), a verb (i.e., the process of preparing) and a state of mind. All of these uses, however, refer to someone who knows to be well-prepared.

You can assess the quality of an operation and the effectiveness of a chef to lead a team within the first minutes of walking into a kitchen. It can be done without tasting food or even seeing a single plate presented in the pass and it is visible without asking a guest for comments on a meal. The degree to which mise en place is integrated into the operation is indicative of the attention to detail. The general sense of cleanliness and order will speak to the chef’s attention to leading an organized operation.

Similarly, you can assess the quality of a technology or product operation in much the same way. You can make an assessment without having to use any of the product features, without seeing a single piece of code. Those first few days in a new development or product organization will reveal the organization’s attention to detail, in how well they break down complicated projects into smaller tasks and how important they think it is to have prepared a plan and the relevant components mapped out in advance.

Whether you’re creating a Soufflé or SaaS, using systems thinking and a mise en place based way of executing can ensure you produce work that is excellent from the start.

Next, Be Sure to Avoid The Traps

(Season 3, Episode 5: "Children")

Organizations that prioritize the exploitation of their already profitable and historically successful commercial operations over venturing into uncharted area and strengthening their long-term viability are frequently referred to as being in the "success trap."

Only by understanding how these traps warp reality and hold you back from being successful, can you and your teams avoid them.

The Savior Trap - Carmen, 'Carmy'

Being seen as the expert can lead to the trap of being overly helpful, having all the answers, and frequently offering advice. Your need to be helpful or controlling makes you a single point of failure. Additionally, your overconfidence may have you missing valuable input from others, limiting their ability to contribute or develop, and potentially leading others to feel less self-reliant or accountable.

To navigate the savior trap of power, and calibrate your expertise so that it doesn’t run away from you --ask more questions than you answer and exhibit more supportive, less "saving" behaviors.

The Complacency Trap - Richie

Falling into the complacency trap means you miss getting to the truth because you haven’t sought out a deeper discussion. You haven’t asked: “Am I missing something?” or “What might I have overlooked?” When someone comes to you for help, you give them the answer rather than asking, “What have you tried?” or “What do you think the problem is?”

To navigate the complacency trap of power, develop a practice of inquiry that exposes assumptions, values, and beliefs inherent in the discussion.

The Avoidance Trap - Sydney

Avoiding the unpleasant parts of your role may lighten your load in the short term, but it dulls you. Sidestepping hard things eventually saps your ability to do them yourself. The emotional muscles to manage discomfort, deal with conflict, and listen with an open mind to competing points of view start to atrophy.

To navigate the avoidance trap of power — turn towards challenges, not away from them.

The Friend Trap - Claire

Misusing power is as much an act of omission as it is an act of commission. When leaders don’t embody the power of their position, people around them don’t know what’s expected of them, which compromises their ability to focus and execute.

To navigate the friend trap of power and fulfill your positional authority, make peace with power.

The Stress Trap - Natalie, 'Sugar'

Your direct reports could downplay negative news or wait to let you know when something isn't right until it's too late in order to save themselves from becoming the target of your stress. When people are overwhelmed, they are unable to think creatively or logically.

Some stress is unavoidable, so make time to reflect, talk things over with someone and get distance from your emotions.

Then, Take Time to Step Away & Re-frame

(Season 2, Episode 4: "Honeydew")

When we are too close to a problem, it can be hard to see the big picture. By stepping back, we can gain a new perspective on the problem and see things we may have missed before. Solving problems well is a crucial leadership skill that demands concentration and effort, which can be challenging to do with a decision you're passionate about or a product you're attached to.

Chris (the Director) he knew he wanted this episode to feel different from the rest of the show.” Episode 4 follows Marcus on a trip to Denmark, where he trains under a pastry chef to bring new skills and ideas back to Chicago as Carmy and Sydney work to open the new restaurant. Amidst the constant chaos of the kitchen, Marcus’ patient nature means that he’s often the series’ only source of calm, and “Honeydew” zeroes in on the beauty that comes with that "quiet one" status.

Quieting down, stepping back and looking at the problem from different angles, you may gain a fresh perspective and notice things you may have missed before, leading to breakthroughs in your thinking and helping you develop more effective solutions.

Taking the time to step away, allows space for deep thinking work.

Having an opportunity to work through and clearly see the underlying issues; instead of just facing the surface level symptoms, we can address them more effectively and prevent them from recurring. Seeing our organization from an outsider's perspective, can help leaders break from convention to develop fresh, innovative solutions; and, inspire creativity.

From the sheer excitement and thrill of developing your craft, stepping away from the office may not be easy. Once you step away, set a more gentle pace. A reframe should feel slower. This whole episode is a meditative tension — it’s still tension, but the tension of needing to focus, which is a lot different from needing to get things out the door really quickly. Trying to slow down is a spiritual act.

Finally, Create More Leaders

(Season 2, Episode 5: "Pop")

In this episode, Sydney must decide between a future at The Bear or an opportunity to lead her own kitchen. The new work opportunity would value her skills and talents, but she’s found a family within the newly founded restaurant, The Bear.

Leaders who create more leaders increase the capacity of the organization to change and to grow. Great leaders create more leaders, not followers. Great leaders have vision, share vision, and inspire others to create their own. The highest calling of leadership, is service. To your team, to your organization, to the future leaders who will rise up and lead themselves one day and who even now are looking to your example. To command is to serve them, nothing more and nothing less.

"...your abilities as a leader will not be measured by the buildings you've built, the institutions you've established, or what your team accomplished during your tenure. As leaders, we will be judged by how well the people we invested in carried on after we are gone.”

The best leaders instill a sense of agency in their people, they give power and responsibility liberally to others. The most effective leaders are those who can motivate their teams to develop their own skills, take the initiative and follow their instincts. The greatest leaders are busy creating opportunities for their team's growth — mentoring, encouraging, and elevating. The top-down 'yank and rank,' doesn't work today. Today's most influential businesses encourage every employee to take on leadership roles, to "own" their work and their results.

You don't need a title to lead, you don't need a classroom to teach.

This show serves as a fantastic reminder that leadership may emerge from anybody and is not dependent on position or title. Sydney just comes to the restaurant to "stage," where she will serve as an unpaid intern for a trial period. She not only demonstrates her exceptional skill as a cook but also shows initiative and goes above and beyond the call of duty to share her ideas and land a significant role. She makes suggestions on how the restaurant may run more efficiently, and she convinces him that she can be a useful partner.

Carmen does a great job in The Bear of modeling the principles and behaviors that great leaders want to see in their teams. When he tells people that calling someone a "chef" is a sign of respect, he affirms that respect each time he uses the title. This promotes the use of titles for one another among team members, raising the actual degree of respect they have for one another.

The best leaders know that they can achieve more by bringing in people who complement them and ideally have strengths in areas they don't. Carmen finds himself a true partner in Sydney, who is not only a skilled cook but also talented in operations and strategy. She can clearly assist him in seeing and delivering a better future.

Be flexible in the face of change, build excellent products, increase distribution and user growth, maximize profits, retain strong talent, build an enduring culture. These are the marks of an excellent leader.

Discover the future, through rising talent and instill these principles in them; these are the hallmarks of a leadership legacy.

Meet The Writer

Nira has more than two decades of leadership expertise in enterprise product, technology and operations. Working closely with leaders and their teams she plans, designs, launches and supports the delivery of efficient, high performing products.

Motorsports fan, voracious reader, innately curious, regular mom to three super humans --she is passionate about helping technical teams deliver value, and cultivating strong talent.