What if you were an Executive Chef who always got the job? Some chefs don’t even go through interviews—they are handed opportunities by mentors or admiring employers. However, when it comes to private clubs, the process can look very different. Often, it’s the second or third round of interviews that secures the offer.

After a lengthy round of interviews, I was once asked by a selection committee who I would hire. I turned their question back to them: “How much risk is the club willing to take?” There is no perfect candidate—no five-star product rating. The real question is, “How patient is the membership?” Trust in a new chef takes time to develop.

Underlying this process is an unspoken fear of change. Members often express concerns, saying, “We need to get this chef selection right.” This statement reflects the anxiety of how other members will react. Without consistent survey metrics to rely on, clubs often grapple with the question, “What is right?” Preferences and opinions are subjective; trends and measurable improvements provide the true answers. For a new chef, trust must be earned one meal and one member at a time.

Building Trust in the New Chef

How long will members support their new Executive Chef as they settle in? This timeline often depends on the state of the current food program, the expectations of the membership, and how the selection committee was assembled. Committees typically look for consistency first, with innovation and creativity as close seconds. But innovation is hard to define. A chef needs trust to inspire creativity, and gaining that trust requires time and patience.

In 1992, the U.S. Culinary Olympic Team introduced a minor league system. If a National Team chef struggled, a regional chef could be moved up. This change introduced a sense of insecurity among team members, which led to hyper-preparedness. However, this also stifled creativity and innovation. Similarly, new club chefs often face immense pressure to meet the varying demands of members while navigating the uncertainty of their approval.

Some clubs address this transition with a “members morning stage,” positioning the incoming chef as a continuation of the retiring chef’s legacy rather than an agent of drastic change. Food is an emotional experience, and with the previous chef gone, even familiar dishes can feel different. It often takes up to two years for members to build trust and confidence in the new chef’s culinary consistency. Moving too quickly with innovation can make a chef seem disrespectful to traditions, while moving too slowly may lead to frustration that “nothing has changed.”

Minimizing Risk in the Selection Process

To mitigate risk, clubs often turn to recruiters to identify candidates with culinary expertise, experience, and strong interpersonal skills. The interview process is designed to assess both technical ability and cultural fit. Committees ultimately rely on their instincts about which candidate feels right for the club’s atmosphere and brand identity. This feeling of trust is critical—not just for the committee but also for the perception that other members will support the selection.

Committees are typically composed of individuals with diverse backgrounds, spanning industries, ages, ethnicities, and experiences. Some may come from the restaurant profession, while others are self-professed “foodies.” A great description of a foodie once noted that they “think about dining from the neck up, while most people think from the neck down.” True foodies approach food as an exploration driven by research and passion for the art of dining. This perspective is valuable, but it doesn’t guarantee an understanding of what works best for a private club environment.

Food as Emotion and Culture

Dining has reached a cultural peak. Celebrities like Gordon Ramsay have brought chefs into the limelight, and dining out is at an all-time high. High-net-worth individuals now eat more than 70% of their meals outside the home, and younger generations dine out even more frequently. Meanwhile, home kitchens have become status symbols rather than functional spaces, showcasing a love for food more than its preparation.

Private clubs see their Executive Chef as another kind of trophy—a symbol of excellence and a cornerstone of the member experience. As recruiters, my partner and I often hear the phrase, “We need to get this right,” when it comes to Executive Chef searches. The pressure on these committees is enormous. Some members even quit during the process, walk out of interviews, or threaten to abandon the tasting phase entirely. Food evokes powerful emotions, often tied to childhood memories that shape our preferences and dislikes. These deep-seated opinions can complicate the decision-making process, especially when selecting a chef to lead the culinary program.

The Reality of Trust

Trust is a complex and gradual process. A well-known framework on trust suggests that among five people, one will trust you immediately, one never will, and three can be influenced. This mirrors the dynamics of political voting metrics and underscores the reality that no Executive Chef will ever be perfect for everyone.

The club’s leadership must ultimately trust the chosen candidate, recognizing that success lies in providing the new chef with the time and support needed to thrive. While no chef is flawless, the best ones inspire confidence through their commitment to the craft, their ability to connect with members, and their vision for the culinary program.

In the end, trust in a new Executive Chef is built one plate at a time.

Club + Resort Chef – January 2025

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.