Executive Leadership

Some of the greatest things we said or did, we never knew we said or did. The older you get, the more that statement is shared with you. As a youth, I had nothing to add to the conversation, and so respectfully, my mom would ask that I listen—a great muscle memory practice that I still use today. A close friend of thirty years once commented, “Lawrence, you have always been reserved in your comments, but when you do say something, I learn.”

Reading and writing are among the most valuable gifts available to us. Aside from work-related reading, I also read to learn, and I approach writing the same way. Just as steps tracked on your phone don’t necessarily lead to better health, reading simply to react or complete a task isn’t the same as reading to gain knowledge. Now that I’m older, I wake up earlier and do most of my reading and writing between 5 and 7 in the morning. During these hours, my mind is sharp, the surroundings are peaceful, and my thoughts are more focused. Each morning, I turn to two favorite books, Spiritual Leadership and Tao Te Ching, reading a few pages from each.

I’ve spent eight years writing for Club and Resort Chef, after six years previously journaling in Asia. Sometimes I worry about relevance or being over-published, but my writing has helped me gain perspective beyond culinary and club life. It improves the questions I ask myself and others, and these skills are strengthened by serving members and meeting exceptional people at sister clubs. Most mentors, parents, and siblings I’ve encountered read, write, or exercise for brain health.

Each article receives heartfelt messages, sometimes even months later during future club visits. General Managers frequently express gratitude for insights into kitchens—an area that can feel unfamiliar and even intimidating to them. As one GM noted, knowing someone well reduces misunderstanding, while distance in relationships breeds it. Building these relationships requires genuine effort to understand and connect in both the kitchen and the GM’s office.

When I read or listen to something, the words often resonate with me differently. In many spiritual traditions, recitation or meditation is used to internalize beliefs. At Ritz-Carlton, this is called “lineup,” where we recited our daily credo, the daily basis, and the employee promise. Over time, these words become part of our beliefs, offering comfort and a sense of shared purpose.

Change starts with personal action. While words matter, actions have more impact. The way we behave—through our habits, attire, and values—influences others in any organization. At Ritz-Carlton, leadership was often passion-driven, while Marriott’s was more restrained, though both valued wisdom and intelligence, expressed in different ways that reflected distinct cultures. Executive chefs often face tension between traditional training and modern productivity. What once felt team-oriented may now seem outdated. Learning from diverse sources helps refine your vision and keep your approach relevant. These lessons come through continued reading and learning from others.

Recently, I attended a presentation by a respected colleague on the topic of delegation. With nearly 30 years of culinary experience, he addressed an audience that included both emerging chefs and seasoned professionals nearing retirement. His message was likely received in a variety of ways, influenced by differing perspectives and mindsets. This diversity of response is particularly relevant to my blog, as I have observed comments appearing sporadically—sometimes after several articles—that indicate that, at certain moments, my content has resonated with readers. Positive engagement, such as appreciation for kindness, tends to foster a sense of community, while negativity can lead to division. Many organizations say culture is important, but their actions—or the frequency with which they discuss it—suggest otherwise.

When I write, I value generating my own ideas. This makes AI helpful for basic editing but risky for creative expression or personal storytelling. Using tools like Copilot for projects left me unsatisfied because it took away the satisfaction of original thought—the dopamine hit of creativity. Relying too heavily on AI is like chefs copying cookbooks; it prevents authentic growth. In leadership, following is necessary to learn, but taking risks leads to true personal reward. While AI is useful for certain routine tasks, depending on it for creativity can undermine authenticity. Like all tools of communication—email, the web, and now AI—the output reflects the interpretation of the individual author.

Throughout my career, the most impactful conversations have primarily taken place verbally rather than through written communication such as email or text. Over time, my focus has shifted significantly; I now value the company I dine with more than the meal itself—a notable change from when my attention was solely on food, regardless of companions. When peers remark, “Lawrence, that was the best thing I ever ate,” I often ask, “Did you share it with your mother?” This question reflects the evolution described in my professional autobiography.

As an Executive Chef, I once viewed dining as an avenue for research and development. Today, it serves as an opportunity to connect with and listen to others. It is important for committee members to recognize that their perception of food may differ from that of their chef. Both perspectives are valid, and practicing empathy—seeking to understand before being understood—is fundamental to effective collaboration. What is not said can also be a valuable tool for those with high emotional intelligence.

Club + Resort Chef – April 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.

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.