The Difference Between Cooking and Baking Energy

When it comes to interviewing for positions, people tend to forget that it’s a two-way process. Both the interviewer AND interviewee are feeling the situation out, trying to see if they are feeling and looking for the same thing.

The idea of someone’s energy or vibe being out of sync with what an employer is looking for might sound strange in an industry where people work close but not so close. If someone comes off as “naturally” nervous or distracted interviewing for an office job, that can be shrugged off as jitters. After all, they’ll be working in their own space.

For kitchen workers, however, where the job means working in close proximity to each other for hours on end and people becoming more like family than coworkers, the energy you possess and project carries a lot more weight. A resume and even a stage might demonstrate an applicants capability, but if they come off as restless, nervous, or even creepy, a manager will think twice before jeopardizing the harmony of their kitchen and their team.

When you walk into an interview, what energy do you convey?

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This Is Your Story

Want to really piss off a millennial? Ask them “What did you think your adult life would be like growing up?”
Want to have a full-on existential crisis? Truly and sincerely listen to the answers– and wonder if you haven’t forgotten being that pissed off once too.

Sorry about that. Let me make it up to you by sharing a comforting truth- success is relative, and how it looks is up to you.

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Getting Your Head Right

I remember when my father, fresh off of some new training and then reconfirmed in team management training of my own, told me the Three Requirements for Change. They rang true enough in my own life and observations that I put them in my first book:

  • 1. The need for change must be recognized. (I.e. “I can’t keep going on like this. Something has to change.”)
  • 2. The nature of that change must be known. (“I need to ____”)
  • 3. The idea of changing must be less terrifying than the consequences of not changing. (“Changing will be hard, but it’s gotta be better than if I keep going like I am.”)

I find myself in a position once again where change is needed. The third requirement is usually the toughest one to establish for change- people will often accept familiar misery over the unknown chance for happiness. In my case, however, it’s the second requirement that’s tripping me up. Where to from here?

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40 Hours of Silence- When The Bakeshop Becomes a One-Man Show

This past week I had the kitchen to myself, and it will continue to be so for the foreseeable future.

With the loss of my assistant to pursue better compensation and more secure hours, the pie shop kitchen is now a one-man show until I find and hire someone else.

What makes a “chef” to me has always been their team. The chef may call the shots, train the team, find and direct the right people to build it out- but it’s the existence of the team itself that grants the chef their role. Until I have a team again, I can’t very well call myself a chef.

What am I then? Quiet most of the them. Thoughtful. Doing my best to deny the bitterness and grievance and accept that for now, my “Way of the Floured Hand” is to be found in hermitage.

What’s that been like?
Quiet and thoughtful.

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More Hands On Deck- What I Look For In A Baker

When you decide (and are given the opportunity) to be a team leader, you will eventually have to decide how to build your team. As tempting as it is to want to feed everything to a formula or algorithm, scan resume after resume and call in anyone that fits the metrics you need, we all know that doesn’t always pan out.

Life is messy and squishy. The people you hire may have the technical skills you need, but lack the interpersonal and intrapersonal skills that would make them effective. It’s hard to set hard numbers on “soft skills”– and even harder to gauge how a person will interact with and impact the performance of others.

Hiring for a kitchen is a masterclass in these factors. It’s hard to imagine a more brutal crucible than a busy restaurant or bakery. The work is rough, the atmosphere can be tense, and the nature of the business is working closely with others. Tempers and passions flare, motivations clash, and successful teams are the ones where everyone can pull together.

What do I look for in a would-be piemonger? A lot of what you’d expect, but maybe not how you expect it.

“And now that I have got my terms I will tell you my reasons for making up my mind to go. First of all, gentlemen, I have been observing you both for the last few days, and if you will not think me impertinent I may say that I like you, and believe that we shall come up well to the yoke together. That is something, let me tell you, when one has a long journey like this before one.”
– Allan Quatermain, King Solomon’s Mines by H. Rider Haggard
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