Sampling Success: How Bad Chef Ramsay Makes Good
Sampling Success: How Bad Chef Ramsay Makes Good
Standards: “One thing we’ve never done – and I think it’s crucial to the success of the business – is taken customers for granted,” says Ramsay. “We’ve never sent out a dish and said, ‘They won’t notice the difference, send it! They won’t know what the sea bass is two-and-a-half minutes overcooked. I'd rather keep the customer waiting 15 minutes and get it perfect.” For Ramsay, when cooks start sacrificing quality and standards, it is time to let them go. It is by refusing to question integrity that he has been able to rise to the top. After all, he says, “We're as good as our last meal.”
Leadership: “From the minute a customer picks up the phone to make a reservation to the point where he or she receives petits fours, it's a huge team effort,” says Ramsay. “So now, I suppose, I'm a player-coach.” Ramsay knows that he is only as strong as the people behind him, so he goes to great efforts to train them, challenge their abilities, and make them feel like a valued part of the team.
Movement: “The transition from chef to restaurateur requires you to have one foot in the restaurant and one foot in the kitchen,” says Ramsay. “You can never afford to become static.” One might think that with three Michelin stars there is nowhere else to go for this top chef, but Ramsay is determined to stay at the top of the pack by staying on top of the times.
Discipline: “The choice of restaurants today is phenomenal so the competition's really intense,” says Ramsay. “For me, pressure's healthy, and I say to my guys: 'Put yourselves under immense pressure.' It only becomes really unhealthy when you can't handle it, and then you shouldn't be there.” It is by disciplining himself and refusing to become too confident in his success that Ramsay has been able to handle that pressure.
Research: Ramsay is a self-professed foodie, and he has to be in his high-end restaurants. But, he is not too removed from the rest of society to understand what other people want to see on his menus. He understands his customers and tailors his dishes accordingly, which is why people keep coming back for more.
“From a chef’s point of view, you have to stay six months ahead of your customers,” says Ramsay, and that is exactly what he will be doing for the foreseeable months to come.
Sampling Success How Bad Chef Ramsay Makes Good
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“Chefs are s*** at running businesses,” says Ramsay. “When you look at the f***-ups with Marco [Pierre White] and [Jean-Christophe] Novelli, and what they’ve done in terms of how their businesses have disappeared without a trace, it’s because they’ve tried to run those businesses themselves.” Ramsay may be the exception to his own rule. An internationally renowned chef and a successful entrepreneur, Ramsay’s global empire shows no signs of disappearing. How did this temperamental man who once dreamed of playing professional football become one of the most celebrated chefs today?
Standards: “One thing we’ve never done – and I think it’s crucial to the success of the business – is taken customers for granted,” says Ramsay. “We’ve never sent out a dish and said, ‘They won’t notice the difference, send it! They won’t know what the sea bass is two-and-a-half minutes overcooked. I'd rather keep the customer waiting 15 minutes and get it perfect.” For Ramsay, when cooks start sacrificing quality and standards, it is time to let them go. It is by refusing to question integrity that he has been able to rise to the top. After all, he says, “We're as good as our last meal.”
Leadership: “From the minute a customer picks up the phone to make a reservation to the point where he or she receives petits fours, it's a huge team effort,” says Ramsay. “So now, I suppose, I'm a player-coach.” Ramsay knows that he is only as strong as the people behind him, so he goes to great efforts to train them, challenge their abilities, and make them feel like a valued part of the team.
Movement: “The transition from chef to restaurateur requires you to have one foot in the restaurant and one foot in the kitchen,” says Ramsay. “You can never afford to become static.” One might think that with three Michelin stars there is nowhere else to go for this top chef, but Ramsay is determined to stay at the top of the pack by staying on top of the times.
Discipline: “The choice of restaurants today is phenomenal so the competition's really intense,” says Ramsay. “For me, pressure's healthy, and I say to my guys: 'Put yourselves under immense pressure.' It only becomes really unhealthy when you can't handle it, and then you shouldn't be there.” It is by disciplining himself and refusing to become too confident in his success that Ramsay has been able to handle that pressure.
Research: Ramsay is a self-professed foodie, and he has to be in his high-end restaurants. But, he is not too removed from the rest of society to understand what other people want to see on his menus. He understands his customers and tailors his dishes accordingly, which is why people keep coming back for more.
“From a chef’s point of view, you have to stay six months ahead of your customers,” says Ramsay, and that is exactly what he will be doing for the foreseeable months to come.
Sampling Success How Bad Chef Ramsay Makes Good
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Dianne CramptonDianne Crampton is an executive leadership coach, team culture consultant, author and president of TIGERS Success Series, Inc. Dianne has been helping CEO's and Executives connect their employees to their core values and goals for over 20 years using the trademarked TIGERS team culture process, which stands for trust, interdependence, genuineness, empathy, risk and success. To download a free white paper on behaviors that build strong teams and behaviors that will predictably tear them down go here. Dianne's contribution to the 2010 Pfeiffer Consulting Journal (an imprint of John Wiley and Sons Publishers) entitled TIGERS Hearted Teams is available in November 2009. Her new book TIGERS Among Us: 5 Winning Business Team Cultures And Why, Three Creeks Publishing will release in March 2010. To receive publishing discounts, subscribe to the free TigerTracks Newsletter here. - Visit Dianne Crampton's Website |
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Leanne Hoagland-SmithAre your sales where you want them to be? Will you be one of the few who achieves sales or business success or one of the many who have failed to change? Are you tired of being told you are like everyone else? Then you may find my first book on sales of interest. Be the Red Jacket in the Sea of Gray Suits, The Keys to Unlocking Sales available at Amazon or at http://www.processspecialist.com/red-jacket.htm. This book is a reflection of my no-nonsense approach to improving sales to overall business results. If you are truly committed to making sustainable changes, then I can help you secure a positive return on your investment because I focus on executable solutions not telling you the problems you already know you have. From training to corporate (group) coaching to executive one on one coaching, my approach is to assess, create awareness, build a goal driven action plan and then execute. The bottom line question is "Not do you or your employees know it, but do you or they want to do it?" Please call for a free strategy session at 219.759.5601. - Visit Leanne Hoagland-Smith's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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