Discussion forum to gather information about how to support, and nurture the Executive chefs of the future.

The Australian Institute of TechnicalChefs held a discussion forum on the 22nd of June 2023 to support the understanding of strategies that can be implemented to build a stronger and more resilient Executive workforce in the kitchens of Australia.

I have drafted this document from the results gathered from the discussions held, thoughts shared by the attendees who ranged from Industry Associations, Mental health Programs, Career chefs, Academics and Training organisations.

Supporting chefs in transitioning from Middle Management to Executive Management requires a combination of professional development, mentoring and personal growth. Here are some strategies to assist chef’s movement to Executive Roles:

Remember that every chefs journey is unique, and its important to tailor the support and development opportunities to their individual needs and career aspirations.

Regular feedback, performance evaluations, and open communication channels are also essential for monitoring progress and providing guidance throughout the transition process.

Transferable skills that chefs bring from the growth and development during their experience in the kitchen environment.

·??????Culinary skills

·??????Efficient

·??????Creative

·??????Adaptable

·??????Meeting deadlines

·??????Collaboration and teamwork

·??????Time management and efficiency

·??????Understanding of ergonomics of the physical work environment gained over years in the kitchen.

Starting point for chefs transitioning from the physical demands of the Kitchen into leadership roles is an understanding of the career paths that the skills above can be applied to within the range of food sectors within the food industry.

Human resources departments need a tool kit of resources to support the progression of young leaders into the executives of the future.

Leadership training: offering leadership training programs specifically designed for chefs aspiring to move into executive roles. These programs can focus on areas such as strategic planning, financial management, team building and decision making. Leadership training helps chefs develop the necessary skills to lead and manage a culinary team efficiently.

Encourage networking and industry involvement: encouraging chefs to network with professionals in the industry, attending culinary events and joining Culinary Associations. Networking provides exposure to industry trends, best practices and potential mentors. Finding Mentors to support chefs on a personal level as friends and colleagues is especially valuable because traditionally men find it harder to open up. Running Kitchens can be very lonely as only other Executives chefs really understand the roles and responsibilities of running a kitchen.

Assigning mentors: pairing chefs with experienced executive chefs who can serve as mentors. Mentors can provide guidance, share their expertise, and offer advice on navigating the challenges of executive management. They can also help chefs expand the professional network and provide opportunities for growth and development.

Expose chefs to different areas of the business operation: To prepare chefs for executive management, provide opportunities for cross functional training and exposure to different areas of the operation.

This could include rotations in other management departments to learn topics like emotional intelligence, Policies on Bullying, inclusivity, learning styles (neuro-divergence) to build a deeper understanding of the companies’ culture of building management leadership roles.

Develop Business Acumen: Helping chefs develop their business acumen by providing training in financial management, budgeting, cost analysis and marketing. Executive management require a strong understanding of the financial operation aspects of running a culinary business. Providing chefs with the skills to analyse financial data, make strategic decisions and contribute to business growth and financial cost management and control is critical to business success.

Fostering strategic thinking: encourage chefs to think strategically and develop a long- term vision for their culinary operations. This involves considering market trends, customer preferences, and innovation in the industry. Encourage them to develop new concepts, create unique menus, and stay updated with emerging culinary trends. This strategic thinking will enable chefs to contribute effectively to the overall business strategy.

Providing growth in emotional intelligence and IT skills: offering chefs challenging assignments, projects and opportunities to lead special initiatives. This allows them to demonstrate their leadership skills, apply their knowledge, gain visibility within the organisation. Providing growth opportunities shows that the organisation values their potential and is committed to supporting the transition to Executive leadership.

Foster a culture of continuous leadership: encourage chefs to pursue continuous learning for their whole career by learning through professional certificates, industry workshops, seminars, reading industry papers, conferences. This demonstrates the organisations commitment to ongoing development and encourages chefs to stay updated with industry advancements and best practices.

Development a strong and supportive working culture with the HR Department to enhance the culture of the kitchen through the embedding of supportive benefits and policies to be inclusive of the needs of families, individuals and LGBTIQ+. This could include the adoption of return to work programs for Maternity and parental leave that include training initiatives during the return to work (online at home) application of learning at work.

Establishing a safe reporting channel where employees can report concerns in confidence that lead to a deeper understanding of business culture and foster cultural change to build an inclusive and supportive work place for all, building empathy and promoting a culture of respect and understanding. Men, women, LGBTIQ+ and families with addition of same sex and adoptive, fostering.

Overall the impact of having children on male and female chefs is influenced by cultural factors within the business including workplace policies, societal expectations, cultural norms and individual circumstances. Creating a more inclusive and supportive work environments that offer flexibility, family -friendly policies, and equal opportunities for career advance can help mitigate some of the challenges faced by chefs as they navigate their parental and family responsibilities while transitioning into management.

Its important to note that the impact on chefs can vary depending on individual circumstances, the specific kitchen environment and the management in the workplace and the style of the operation.

Hotel, Restaurant, Age care, Hospitals, Resorts ( local and remote), Clubs, Pubs, Conference centres, and Entertainment venue operators.

Proper work life balance, supportive work culture and a focus on mental and physical health and well being are essential to ensure a positive impact on chefs in the long run.

Supporting all workers goes beyond policies and initiatives. It requires a genuine commitment to create an inclusive and accepting culture where everyone feels valued and respected for who they are. Regularly assess the effectiveness of strategies and seek feedback from employees during performance reviews with ongoing improvement and inclusivity.

Expanding the concept of a career with defined career paths for chefs with career progression and growth.

Chefs while leading and managing teams need to build the maturity to explore their own emotional intelligence and vulnerabilities to understand that they need to lead encourage and motivate teams while taking care of their own emotional and spiritual health.