Entrepreneurs Coming Out Of The Kitchen

Mario Mario (Batali) when he was little, he dreamed of becoming a Spanish man when he grew up.

Are you here?

Not at all.

At that time, all the teaching in the class was theoretical knowledge, which focused on the comparison of marginal revenue curve and marginal cost curve.

I like macroscopical things.

But when it comes to how to deal with people and how to do things well, I feel that philosophy or English lessons are more helpful.

How did you lead a cook when you first opened a restaurant?

At that time, I had no chef, and there was only me and a dishwasher, so I knew there was nothing I could do to get angry with myself.

Later, I had a deputy chef, and then I had an assistant chef, but I still kept busy in the kitchen every day, and sent delicious food to my guests as soon as possible.

After the opening of the Babbo restaurant, I began to think about how to manage, but I was mainly learning by doing.

I only invite real outstanding people and pay them the highest salaries.

I make sure that all of us put our heart into it, and at the same time I can look at the operation of the restaurant from the perspective of the manager.

Now that you have 14 restaurants, how do you keep these restaurants on the same quality?

All the executive chefs in these restaurants and most of the general managers and beverage directors have worked under my hands.

They know the quality goals I want to pursue and understand how to make changes.

I visit the restaurants in New York almost every day to understand the problems encountered in the operation.

Of course, as a manager, my goal is to move away the stumbling blocks that prevent employees from showing their talents.

Therefore, I will ask them what is the most painful problem for them today.

Then I will say, why not let others do it, or simplify the matter, making it easier.

In this way, they can easily and happily join in the work they are familiar with.

What qualities do you value most when you recruit the executive chef?

I never recruit executive chef, they are promoted from within the team.

The highest level of staff we recruit from outside is the ordinary chef.

Have you noticed that in the catering industry, the concept of hierarchy is becoming more and more desalinated?

Indeed, there has been a change in our generation.

25 years ago, a man found a job in the kitchen because he had just retired from the army and fell to jail.

Later, as the diet became a popular culture, like painting, music or drama, the education level of the interested people in the catering industry was greatly improved.

You don't have to yell at employees anymore. They don't eat this set or accept it.

Now we have these smart and mindless people who will help the restaurant develop new cooking methods, without sweating and keeping the quality and taste of dishes.

You have worked with Jo Bastianich (Joe Bastianich) for many years. What do you think is the key to maintaining a good entrepreneurial partnership?

Respect each other and trust each other.

You must understand that differences are normal, and we can always reach a consensus.

How can you balance your work and family relationship with such a tight job?

In any case, children and families are the first, followed by restaurants.