By Bernie Primack
It is often a bone of contention for the Executive Chef–certainly in elite properties–to want his reporting line to go directly to the hotel GM. But in many cases the Food and Beverage Director is normally charged with the responsibility of overseeing things like the changing of seasonal menus, special guest chef programs, and making sure costs are acceptable.
But you are about to say that is all the chef's job and falls within his responsibilities, right? Well, the answer is both yes and no. It can be confusing.
This is why the GM, Director of F and B, Executive Chef, Director of Finance and the HR Director are often at odds. The squabbles and annoyances that the reporting line often create can cause confusion with a hotel.
It should be laid out from the onset of employment for both the Executive Chef and F and B Director what the reporting line is and if the GM wants the Executive Chef to directly report to him. Rivalries normally reserved for the kindergarten playground are sometimes rampant in the hotel corridors, but certainly apparent between these two pillars of the hotel industry within the department of Food and Beverage.
I am 15 years in the hot kitchen. I do my 2 MOD shifts a month and now some 28 year-old kid with his university degree and 3 years practical exposure is now promoted from assistant F and B manager to Director of F and B, say many Executive Chefs. No way am I going to report to this guy!
And so it goes, like the cat chasing its tail. Egos big enough to fill the Grand Canyon run rampant in our industry, but we need to check our ego as the bottom line in this business is guest satisfaction, right?
Some arguments are that the Chef gets paid more and sometimes may be the second or third highest paid expatriate in the property–F and B directors know this and they for the most part except that. But regardless, these two professionals need to work together without the petty back-stabbing.
Here are a few things to remember:
1) We need each other! Though the chef can become an F and B manager, but seldom does an F and B manager become a chef, it is important to work together.
2) Thirty years ago, the chef almost never reported directly to the GM. But times are changing, and the GM must take the lead and settle issues and reporting lines.
3) If you are an expatriate working in China's hospitality industry, remember that local staff are always learning from us (and we from them). Petty squabbles do not build a cohesive team and they can also teach poor management skills to others.
Negative influences always take hard work and time to change and reverse, and ultimately we all pay the price. Being a manager means always confronting new challenges and being creative in finding solutions. No textbook can solve all your problems, so a clear vision and clear reporting line help to build communication channels that ultimately build a better guest experience for the travelers we greet each day.
Keep a smile on your face as you are on stage–the Hospitality stage!
By Bernie Primack
Originally from Canada, Bernie has been working in China's hospitality industry for over 8 years. He has worked throughout the executive chain and in different departments. Bernie is also a consultant working with foreign and domestic hotels to localize and specialize their products for China.