5 crucial tips on leadership for first time managers

Managing the caloric chaos of 300-pound linemen who burn through 6,000 calories a day isn't just cooking—it's logistics warfare with a side of nutrition science. The Washington kitchen operation here runs like the best brigade you've ever seen, except instead of dinner service, they're fueling million-dollar athletes who'll get their asses handed to them if the meal planning falls short. This is what happens when the stakes are real and failure isn't just a bad Yelp review.

Every chef thinks their 47-step mise en place checklist is strategy, but it's just expensive busywork that falls apart the moment Saturday night hits. Harvard breaks down why your perfectly planned kitchen org chart means nothing if you don't understand the actual problem you're trying to solve. I've watched too many operators confuse exhaustive planning with clear thinking—this will save you from that expensive mistake.

I've hired enough people to know that most cover letters are either three pages of desperate rambling or a single sentence that says "please hire me." This four-sentence formula cuts through the noise and gets straight to what actually matters — which is exactly what you need when you're trying to fill a line position before the weekend rush hits. Your time is worth more than reading novels from people who can't communicate clearly.

Listen, I've seen too many good chefs get walked all over because they think being "nice" means being a doormat. West breaks down the psychology behind why we confuse kindness with weakness in the kitchen, and trust me, there's a difference between building loyalty and getting your cooks to show up on time. This isn't about being an asshole — it's about leading with clarity instead of anxiety.

Look, I've watched too many cooks quit because their chef thought barking orders and micromanaging was leadership — it's not, it's just fear dressed up as authority. This guy breaks down why your old-school "because I said so" approach is bleeding talent and money, especially with younger cooks who actually give a damn about more than just a paycheck. If you're wondering why your kitchen feels like a revolving door, this might save you from hiring your tenth line cook this year.

Building a team isn't about motivational posters or corporate buzzwords—it's about understanding the four types of people who'll either make your kitchen hum like a Swiss watch or burn it to the ground. Rajiv breaks down exactly which personalities you need on your line and how to spot the ones who'll steal your mise en place and your sanity. This is the kind of practical psychology that keeps your doors open and your staff from walking out mid-rush.

I've seen more cooks burn out from shitty leadership than from double shifts in August heat. Sinek gets something most chef-owners miss completely: your people don't quit jobs, they quit bosses who treat them like replaceable kitchen equipment instead of humans who bleed for this industry. If you're running a crew and wondering why everyone walks after six months, this might save you from having to post another Craigslist ad.

You can perfectly execute a brunoise and nail every sauce mother, but if you can't tell your line cook why their mise is fucked without destroying their soul, you'll never build a kitchen worth a damn. This isn't about being nice — it's about being effective enough to actually develop people instead of just burning through them.

Kerry Goyette nails what I learned the hard way after years of watching good cooks walk out: you can't manufacture motivation in someone who's already dead inside, but you can absolutely kill it in someone who showed up ready to work. She gets that your best people are already wired to care — your job is just not to fuck it up with micromanagement and soul-crushing systems.

Look, I've sat through enough terrible management interviews to know most people have no clue what they're actually asking for when they promote from the line. McMunn breaks down the real questions they'll throw at you and, more importantly, how to answer without sounding like you learned leadership from a motivational poster. If you're ready to stop cooking and start managing people who cook, this is your crash course in not completely screwing it up.

I've worked with plenty of cooks who think knife skills and palate are everything, but Fallow gets it right here — the real skills that separate kitchen survivors from burnouts aren't what culinary school taught you. This breaks down the unglamorous fundamentals that actually matter when you're drowning on a Saturday night and need your team to function like a machine, not a collection of egos.

Look, I don't care if this comes from some corporate training channel — the basics of not being a complete disaster as a kitchen manager are the same whether you're running a Michelin kitchen or a strip mall taco joint. McMunn breaks down the fundamentals that separate the managers who keep their crew from walking out mid-shift from the ones who burn through three full staffs in a season. These aren't revolutionary concepts, but if you're hemorrhaging good cooks because you can't figure out basic human management, swallow your pride and watch this.

Managing the caloric chaos of 300-pound linemen who burn through 6,000 calories a day isn't just cooking—it's logistics warfare with a side of nutrition science. The Washington kitchen operation here runs like the best brigade you've ever seen, except instead of dinner service, they're fueling million-dollar athletes who'll get their asses handed to them if the meal planning falls short. This is what happens when the stakes are real and failure isn't just a bad Yelp review.

Every chef thinks their 47-step mise en place checklist is strategy, but it's just expensive busywork that falls apart the moment Saturday night hits. Harvard breaks down why your perfectly planned kitchen org chart means nothing if you don't understand the actual problem you're trying to solve. I've watched too many operators confuse exhaustive planning with clear thinking—this will save you from that expensive mistake.

I've hired enough people to know that most cover letters are either three pages of desperate rambling or a single sentence that says "please hire me." This four-sentence formula cuts through the noise and gets straight to what actually matters — which is exactly what you need when you're trying to fill a line position before the weekend rush hits. Your time is worth more than reading novels from people who can't communicate clearly.

Listen, I've seen too many good chefs get walked all over because they think being "nice" means being a doormat. West breaks down the psychology behind why we confuse kindness with weakness in the kitchen, and trust me, there's a difference between building loyalty and getting your cooks to show up on time. This isn't about being an asshole — it's about leading with clarity instead of anxiety.

Look, I've watched too many cooks quit because their chef thought barking orders and micromanaging was leadership — it's not, it's just fear dressed up as authority. This guy breaks down why your old-school "because I said so" approach is bleeding talent and money, especially with younger cooks who actually give a damn about more than just a paycheck. If you're wondering why your kitchen feels like a revolving door, this might save you from hiring your tenth line cook this year.

Building a team isn't about motivational posters or corporate buzzwords—it's about understanding the four types of people who'll either make your kitchen hum like a Swiss watch or burn it to the ground. Rajiv breaks down exactly which personalities you need on your line and how to spot the ones who'll steal your mise en place and your sanity. This is the kind of practical psychology that keeps your doors open and your staff from walking out mid-rush.

I've seen more cooks burn out from shitty leadership than from double shifts in August heat. Sinek gets something most chef-owners miss completely: your people don't quit jobs, they quit bosses who treat them like replaceable kitchen equipment instead of humans who bleed for this industry. If you're running a crew and wondering why everyone walks after six months, this might save you from having to post another Craigslist ad.

You can perfectly execute a brunoise and nail every sauce mother, but if you can't tell your line cook why their mise is fucked without destroying their soul, you'll never build a kitchen worth a damn. This isn't about being nice — it's about being effective enough to actually develop people instead of just burning through them.

Kerry Goyette nails what I learned the hard way after years of watching good cooks walk out: you can't manufacture motivation in someone who's already dead inside, but you can absolutely kill it in someone who showed up ready to work. She gets that your best people are already wired to care — your job is just not to fuck it up with micromanagement and soul-crushing systems.

Look, I've sat through enough terrible management interviews to know most people have no clue what they're actually asking for when they promote from the line. McMunn breaks down the real questions they'll throw at you and, more importantly, how to answer without sounding like you learned leadership from a motivational poster. If you're ready to stop cooking and start managing people who cook, this is your crash course in not completely screwing it up.

I've worked with plenty of cooks who think knife skills and palate are everything, but Fallow gets it right here — the real skills that separate kitchen survivors from burnouts aren't what culinary school taught you. This breaks down the unglamorous fundamentals that actually matter when you're drowning on a Saturday night and need your team to function like a machine, not a collection of egos.

Look, I don't care if this comes from some corporate training channel — the basics of not being a complete disaster as a kitchen manager are the same whether you're running a Michelin kitchen or a strip mall taco joint. McMunn breaks down the fundamentals that separate the managers who keep their crew from walking out mid-shift from the ones who burn through three full staffs in a season. These aren't revolutionary concepts, but if you're hemorrhaging good cooks because you can't figure out basic human management, swallow your pride and watch this.

Managing the caloric chaos of 300-pound linemen who burn through 6,000 calories a day isn't just cooking—it's logistics warfare with a side of nutrition science. The Washington kitchen operation here runs like the best brigade you've ever seen, except instead of dinner service, they're fueling million-dollar athletes who'll get their asses handed to them if the meal planning falls short. This is what happens when the stakes are real and failure isn't just a bad Yelp review.

Every chef thinks their 47-step mise en place checklist is strategy, but it's just expensive busywork that falls apart the moment Saturday night hits. Harvard breaks down why your perfectly planned kitchen org chart means nothing if you don't understand the actual problem you're trying to solve. I've watched too many operators confuse exhaustive planning with clear thinking—this will save you from that expensive mistake.

I've hired enough people to know that most cover letters are either three pages of desperate rambling or a single sentence that says "please hire me." This four-sentence formula cuts through the noise and gets straight to what actually matters — which is exactly what you need when you're trying to fill a line position before the weekend rush hits. Your time is worth more than reading novels from people who can't communicate clearly.

Listen, I've seen too many good chefs get walked all over because they think being "nice" means being a doormat. West breaks down the psychology behind why we confuse kindness with weakness in the kitchen, and trust me, there's a difference between building loyalty and getting your cooks to show up on time. This isn't about being an asshole — it's about leading with clarity instead of anxiety.

Look, I've watched too many cooks quit because their chef thought barking orders and micromanaging was leadership — it's not, it's just fear dressed up as authority. This guy breaks down why your old-school "because I said so" approach is bleeding talent and money, especially with younger cooks who actually give a damn about more than just a paycheck. If you're wondering why your kitchen feels like a revolving door, this might save you from hiring your tenth line cook this year.

Building a team isn't about motivational posters or corporate buzzwords—it's about understanding the four types of people who'll either make your kitchen hum like a Swiss watch or burn it to the ground. Rajiv breaks down exactly which personalities you need on your line and how to spot the ones who'll steal your mise en place and your sanity. This is the kind of practical psychology that keeps your doors open and your staff from walking out mid-rush.

I've seen more cooks burn out from shitty leadership than from double shifts in August heat. Sinek gets something most chef-owners miss completely: your people don't quit jobs, they quit bosses who treat them like replaceable kitchen equipment instead of humans who bleed for this industry. If you're running a crew and wondering why everyone walks after six months, this might save you from having to post another Craigslist ad.

You can perfectly execute a brunoise and nail every sauce mother, but if you can't tell your line cook why their mise is fucked without destroying their soul, you'll never build a kitchen worth a damn. This isn't about being nice — it's about being effective enough to actually develop people instead of just burning through them.

Kerry Goyette nails what I learned the hard way after years of watching good cooks walk out: you can't manufacture motivation in someone who's already dead inside, but you can absolutely kill it in someone who showed up ready to work. She gets that your best people are already wired to care — your job is just not to fuck it up with micromanagement and soul-crushing systems.

Look, I've sat through enough terrible management interviews to know most people have no clue what they're actually asking for when they promote from the line. McMunn breaks down the real questions they'll throw at you and, more importantly, how to answer without sounding like you learned leadership from a motivational poster. If you're ready to stop cooking and start managing people who cook, this is your crash course in not completely screwing it up.

I've worked with plenty of cooks who think knife skills and palate are everything, but Fallow gets it right here — the real skills that separate kitchen survivors from burnouts aren't what culinary school taught you. This breaks down the unglamorous fundamentals that actually matter when you're drowning on a Saturday night and need your team to function like a machine, not a collection of egos.

Look, I don't care if this comes from some corporate training channel — the basics of not being a complete disaster as a kitchen manager are the same whether you're running a Michelin kitchen or a strip mall taco joint. McMunn breaks down the fundamentals that separate the managers who keep their crew from walking out mid-shift from the ones who burn through three full staffs in a season. These aren't revolutionary concepts, but if you're hemorrhaging good cooks because you can't figure out basic human management, swallow your pride and watch this.