Culinary

A client once remarked on how calm I appeared, a contrast to my earlier, more energetic leadership style. Having spent the first 20 years of my career as a chef, I understood that challenges appeared within minutes, not days, and there is little room for pause or quiet. Decisions often had to be made in 30 seconds—right or wrong. Safety was always crucial, especially when supervising a young cook working with hot oil, open flames, or powerful mixers. There was rarely time to sit back and wait for an epiphany. Instead, an excellent chef stayed on the balls of their feet, moving quickly, anticipating needs, and sometimes raising their voice in the name of safety. What we called coaching involved predicting problems and making rapid corrections.

Interview committees frequently ask candidates about their weaknesses during the selection process. Common questions focus on feedback from recent performance reviews and areas where improvement may be needed. I often reflect on how I would answer such questions and what responses would resonate with a selection committee. Successful interviewing requires practice, a skill rarely taught outside formal education. As my experience and leadership responsibilities grew, several areas of my communication had to improve in order to reach future opportunities. Self-development is always an individual choice, and those who embrace it grow.

Response to Negativity

Early in my culinary career, I struggled with negativity—not only in how I responded to criticism, but also in how I processed disappointment when others disliked my food or interactions. A predictive index assessment confirmed that criticism was difficult for me, despite choosing a profession centered on customer opinion and preference.

This reality became clear throughout my culinary career. Later, when I transitioned into front-of-house leadership, I was no longer personally preparing the food. The experience felt less personal and emotional, and connecting with guests became another dimension of the dining experience. Food evokes strong emotions, which shape preferences and play a central role in how people experience a meal.

Delivery of My Message

During the second phase of my leadership development, the delivery of my feedback required improvement. Although my intentions were positive, employees often misinterpreted my message. Communication relies heavily on tone and body language, not just words. My direct approach sometimes came across as curt, and I occasionally behaved in ways that I would not have considered professional.

I once followed the advice of a respected mentor who said, “When I stop giving you feedback, it means I have stopped caring about your growth.”

At times, my communication also included inappropriate language and profanity. While these habits developed unintentionally, they created a perception that did not align with expectations for public leadership communication. As a result, several colleagues raised concerns about my readiness for advancement to the next level of leadership.

Many strong leaders encounter this social challenge. It can hinder career progress because they assume their previous methods are sufficient. However, outstanding leaders often recognize that adapting and evolving their approach contributes more to long-term success than intelligence or personal opinion alone.

Perception of Being Aloof or Dismissive

After several years working in Asia, colleagues and team members began to comment on my reserved demeanor and, at times, perceived aloofness. Some questioned my lack of eye contact or facial engagement during conversations, particularly when our viewpoints differed. I had developed a habit of closing my eyes or focusing on a fixed point while listening, which helped me concentrate more deeply—almost like a subtle form of meditation amid surrounding noise. This behavior was eventually noticed by one of my presidents and discussed during an annual review.

After reading the quote, “Your opinion of me is none of my business,” I began to understand the importance of focusing on strengthening my own confidence. Many people worry about how others judge them and try to change those perceptions. Yet those opinions are not facts; they belong to others. It is more productive to remain focused on positive intentions and continued improvement.

My experience working with Chinese colleagues reinforced the importance of accuracy in statements, clarity in communication, and concise delivery. During my tenure with an Asian organization, I learned to speak only when invited, which greatly strengthened my listening skills and contributed significantly to my professional development.

After every professional conversation, I reflect on what I intended to communicate, what I actually conveyed, and what I wish I had articulated differently. This practice reinforces the understanding that perfection is unattainable in human interaction and encourages a commitment to continuous learning. These communication blind spots directly influence leadership and shape one’s professional image. Popular culture has created a certain image of chefs, and it is our responsibility as leaders to reshape that image into a more thoughtful and successful one.

Club + Resort Chef – March 2026

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

While showering in my hotel, I noticed the previous guest’s hair in the drain—a reflection of today’s lowered standards despite higher prices for hotels, rentals, and meals. Our culture’s relentless demand for service means minimum standards persist as long as someone else has lower expectations. As a former Marriott employee, I wonder how Mr. Marriott would view his brand standards today. Great leaders like Robert Mondavi and Steve Jobs have spoken about the pain of what “selling out” cost their original vision. Marriott’s loyalty points program also comes at a cost, and I acknowledge that it effectively secures my ongoing commitment as a loyal customer.

For years, takeout options were mostly limited to Chinese food and pizza. Wonton noodles improved over time, absorbing salt, sugar, and fat, while cold pizza slices could instantly transport us back to our high school days. As children, TV dinners were a novelty; later, in college, we relied on microwaveable Stouffer’s meals like Chicken à la King, macaroni and cheese, or lasagna. Today, Americans eat from paper, plastic, and bamboo containers at unprecedented rates, often with little concern for where the food originally came from. “Fast, safe, affordable” has become the value proposition of fast food for much of the world.

Research suggests individuals tend to consume food that is readily available or offered at minimal cost. For example, in airport lounges, guests typically eat what is provided with little regard for broader dietary considerations. Eating is often driven by convenience, offering temporary relief from hunger until the next scheduled meal or snack. In the 1990s, studies indicated that the average lunch duration in New York City was approximately ten minutes, reflecting a swift transition from workplace to nearby vendors and back. Today, more than seventy-five percent of meals are consumed outside the home or obtained premade or delivered, highlighting a significant shift in eating habits over the past three decades.

The demand for speed has come to define how we value a busy lifestyle. Many now opt for delivery services, readily accepting meals that arrive less than ideally hot or fresh. Convenience often takes precedence over quality of preparation; efficiency has become the prevailing standard. In today’s fast-paced service environment, brief interactions and rapid order fulfillment are expected, with personal touches—such as having one’s name on a cup—considered sufficient. As a result, the culture has shifted toward products that are neither fully hot nor cold, but somewhere in between, reflecting a compromise in preparation standards.

Clubs have always valued consistency, yet since the pandemic, to-go and delivery services have become a permanent expectation. One wonders how much of that “consistency” is shaped by acceptance of soggy fries. In South Florida, a club designed its kitchen pre-pandemic; afterward, the to-go program grew to represent nearly 50 percent of service volume. The kitchen was never built to multitask high volumes of to-go orders alongside seated members. The club board does not want to eliminate either option, yet continues to ask the general manager how to create better systems.

The appearance of those striving for excellence has also evolved. As with any culture, older generations often criticize younger ones for eroding established standards. Today, people raised with participation trophies are now shaping professional leadership and defining achievement. Recognition has expanded from the top three finishers to include everyone, which some argue has diluted excellence and affected the customer experience—prompting the question, “How much extra must I pay to get excellence?” At times, employee satisfaction is prioritized over deeply learning skills. A generation has emerged that values quick verbal responses over dedication and persistence, even though those qualities—less glamorous and less popular—remain essential. Success is now generalized rather than tied to specific accomplishments; rewards often come simply for showing up, much like daily workout photos posted without reference to measurable progress. Hiring is no different. Excellence is not achieved by being fully staffed, but through the persistence and discipline required to select the right talent.

Excellence will always be subjective, shaped by personal experience rather than universal standards. In food and beverage, what one person considers excellent may differ greatly from another. As children grow up accustomed to high standards—such as those found at the Ritz-Carlton—their expectations evolve, revealing the complexities of success. Today’s culture and social media fixation on the “next big thing” often distracts us from appreciating the present moment and the people with whom we share a meal.

As an executive chef, I was never as good as some said I was, and certainly not as bad as others claimed. I was simply a professional trying to get better. In the words of former Ritz-Carlton president Horst Schulze, “We are just the best of a lousy lot.”

Club + Resort Chef – January 2026

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

Social media often introduces us to terms we use without much thought. I catch myself doing this and then questioning my intentions. ‘Accountable’ and ‘responsible’ are often used interchangeably, but they have slightly different meanings. Being accountable means taking ownership of one’s actions and accepting the consequences, while being responsible involves fulfilling one’s duties and obligations. In essence, accountability is about answering for one’s actions, while responsibility is about carrying out tasks and duties effectively. Both qualities are important in personal and professional settings to ensure trust, reliability, and integrity.

In my childhood, Saturday mornings were designated for completing assigned tasks before enjoying afternoon activities. From 8 a.m. to noon, my sibling and I were given specific responsibilities. At midday, our parents conducted a review of our performance, requiring corrections or repetition as needed. This structured approach promoted consistency, accountability, and a sense of responsibility from an early age. Only upon satisfactory completion of these duties were we permitted unrestricted use of our afternoons. The process instilled important lessons in discipline and commitment.

Preparing ceviche for my wife is one of my favorite gifts. Much like those summer jobs I once held, I strive for excellence and take responsibility—always drawing on lessons from past mentors—even if the task seems simple. Many of my friends say they enjoy cooking too, though it’s usually “when they have time.” Time truly makes a difference in cooking great food, and many people either lack it or don’t see its value. When I cook, my goal is to surprise myself with a unique flavor or texture that isn’t overwhelming. My ceviche recipe uses common ingredients and straightforward techniques, yet the preparation itself offers real complexity.

My adult daughters have learned that my cooking is task-oriented, often boring, and always detailed. When I ask to cook together, they smile and say, “No thanks, I don’t have the patience for your cooking.” They respect my solo journey toward culinary excellence, since my brand is attached to it.

This ceviche journey always starts with quality ingredients: diver-caught scallops, freshly picked herbs, and Mother Nature–endorsed vegetables. Touches like tangy, spicy shallots instead of watery onions provide the right bite and a light, soft flavor. Fennel stems are full of water and more tender, less fibrous than the fennel bulb itself. Italian parsley, freshly sliced garlic, and—if available—Thai basil sliced in chiffonade at the last minute complete the herb profile.

Charred red peppers cooked over an open flame give a smoky flavor, rather than baking them, which softens the flesh instead of quickly charring the skin. The shallots, fennel stems, and garlic are sliced thinly (with a mandoline) for a more delicate mouthfeel. Care in the cut allows the acid of the lime juice to infuse more consistently when ingredients are cut to the exact same size. The flesh of the charred peppers changes color during fire-roasting as the sugars caramelize. Jarred red peppers are processed, as are pre-peeled or commercially mashed garlic.

Once the peppers are completely charred, remove them from the fire and cut out the core to release the internal heat so they do not overcook. When peeling the charred skin, don’t rinse them, or you will wash away the rich flavor of the caramelized skin. The often-discarded fennel stems have some of the richest flavors in the vegetable; however, peel them so they are not too fibrous. Their delicate leaves are perfect to pick and add to the preparation.

For sweet heat, use fresh jalapeño flesh with the pith and seeds removed to omit bitterness. As with fennel tops, always peel celery so you get the tender inner stalks rather than the stringy outer husk. Daikon is a unique addition—an underused vegetable that is watery yet spicy, especially the small, young variety. Dice cucumber and leave the peel on for additional texture—your choice.

For the proteins, use dry-packed scallops; lesser-quality scallops are often soaked, leaving a slight ammonia flavor. Fresh small calamari tubes give great texture to the ceviche. Add firm, shiny white shrimp, prepared properly. Individually prepare all ingredients before mixing them together. It is very important that all pieces are uniform in size—too large and the ingredients fall off the fork; too small and the dish tastes muddled.

As Marco Pierre White says, “Sit down and eat your dish so it looks as good from the first bite to the last.”

Continuing in my interpretation, I lightly toast the sliced garlic in olive oil, moving away from some traditions. Limes are freshly squeezed—never bottled—as packaged juices are altered and may contain added chemicals for shelf stabilization. I prefer kosher salt; all producers have different shaving and processing conditions. Cilantro, Italian parsley, and basil are delicate—do not macerate them, but slice them with a large knife. Overworking them releases the depth of the herbs’ natural flavors onto the cutting board instead of into the dish.

For my recipe, I quickly poach the seafood proteins for 45 seconds to warm them, transferring them directly into fresh lime juice. Simply toss all the ingredients together and let marinate for one hour. Season with fenugreek, cracked coriander seed, black pepper, red chili flakes, and kosher salt. It is a simple combination of ingredients, with intense preparation at each phase.

As apprentices at The Greenbrier, we learned that all the complex, seemingly boring tasks shown in this simple ceviche bring nature’s ingredients to perfection. Perhaps we do need to “sweat the small stuff” in our respect for what nature has given us. We must own the consequences of not handling Mother Nature with style and grace.

Club + Resort Chef – February 2026

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

Resolutions are popular, and we’re often encouraged to make personal changes. At the start of the year, people define what they desire—especially personal goals. We are always so optimistic that these can be accomplished, traditionally with the old mindset. This optimism is certainly an advantage, but understanding how to change yourself is the key.

Most people start with willpower to overcome mental or physical challenges. It is often defined as the “will to power,” striving against external circumstances, leading to personal development and self-mastery, while any influence is considered merely incidental. My belief is that every individual strives to become master over their space and to extend their force—their will to power—and to push back against all that resists that extension. However, we continually encounter similar efforts from others, which often ends in compromise. As the great boxer Mike Tyson would say, “Everyone has a plan until they get punched in the face.”

This conversation about willpower begins by recognizing that change is needed. In the workplace, this need for change may not be as clear-cut as it is with personal desires such as diet, finances, or overcoming laziness. Professional goals may seem straightforward, but challenges arise when you’re unsure what the actual problem is or how to tackle it. For instance, you might face financial targets set by upper management. These objectives and expectations, often established without your input, can leave you feeling confused or frustrated.

Individuals often respond negatively when goals are imposed upon them, yet remain ambitious when setting goals for themselves. Whether self-imposed or assigned, extreme milestones can quickly lead to demotivation. Renowned basketball coach John Wooden emphasized that success begins with simple, consistent routines. His example was putting on one’s socks the same way each time. Regular habits with manageable outcomes allow progress to be measured by effort rather than by the size or scale of the results. Stephen Covey stated, “Start with the end in mind,” meaning to break goals down into small, manageable pieces.

Throughout my life, I consistently focused on setting new goals—until five years ago. Now, instead of creating new goals each year, I dedicate myself to maintaining and improving the same ones. Seeking feedback from those closest to me allows me to refine and shape these established mission goals. In fact, I call my daughter my life coach, as she gives me honest feedback on how our relationship is evolving. My annual goals encompass the mental, physical, educational, financial, and spiritual aspects of my life. Together, they form a comprehensive scorecard. Although perfect equilibrium is rarely achieved, I value each dimension equally.

When change is necessary but not immediately evident, it is important to understand why adaptation is required. Below are the five stages of change and insights into understanding the purpose behind our actions.

Precontemplation Stage: It isn’t that we can’t see the solution; it’s that we can’t see the problem. Precontemplation often arises due to pressure from outside sources—family, employers, parents, or the community. People resist change. When issues arise in conversations or meetings within an organization, responsibility is often shifted to society, the business landscape, or a lack of external support.

Contemplation Stage: The organization or individual wants to stop feeling stuck. Contemplators acknowledge challenges within the organization or in personal performance and begin to assess how to address them. At times, they struggle to clearly understand the problem, identify the causes, or find viable solutions. Many organizations or leaders create indefinite plans to act within the next several months or years.

They may know the destination—and even how to get there—but are not ready to move forward. It is not uncommon for contemplators to tell themselves that someday they will address, change, or improve as an organization or individual. When contemplators transition to the preparation stage, their thinking becomes more future-focused than past-focused.

Preparation Stage: Most individuals or organizations in this stage are planning to act and making final adjustments before taking action. However, they often have not fully resolved their ambivalence. They may feel they need more data to convince themselves that change truly needs to happen.

Action Stage: Change is often more visible to others than to oneself. In this stage, organizations and individuals modify their behavior, direction, or environment. Progress is built on preparation, and this stage requires the greatest amount of time and energy.

Maintenance Stage: Change does not end with action. Without a strong commitment to maintenance, inconsistencies will likely occur, or focus and results may fade. This often causes organizations or individuals to fall back into the precontemplation or contemplation stages.

Most successful individuals and organizations move through these stages three or four times before completing the cycle of change without inconsistencies. Many return to the contemplation stage, but these challenges provide opportunities for growth. The positive aspect is developing the self-awareness needed to make a change—that is half the battle. Success and defeat are both valuable, because growth comes from the journey, not just the results.

Club + Resort Chef – February 2026

Lawrence T. McFadden, CMC, ECM is a food and beverage training consultant and search executive with KOPPLIN KUEBLER & WALLACE, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.