People Skills

Dinner and a Storey at The Savoy...


A quick post on my way into London for this year’s Savoy Lecture and dinner hosted by Arena, the professional network as I am gently getting more excited about what’s to come. Not so much for the food (which will be epic, as ever), or the stellar company (again, a veritable Who’s Who of the catering industry judging by the guest list here in my hand), but for the main event. I’m really excited by the prospect of listening to the keynote speech being delivered by Alastair Storey who happens to be Chairman of the company I work for.

No doubt, he will have some forthright views and interesting perspectives, but I will also be watching intently to see how he delivers that speech. Will it be a relaxed performance? Has he rehearsed and will it show? Will it be tailored to this audience? How will people react to his message? Will he have a call for action from such a platform? I guess what I am hoping to see is Alastair Storey demonstrating in stark fashion what it is that has made him one of our industry’s biggest stalwarts. To have reached the very pinnacle of the sector as he has, takes a unique star quality and that is something what is worth being present for.

Check in later to find out how the evening went, what the most powerful man in Hospitality had to say and what this might mean for the future of our industry. 

 Meanwhile, dinner at The Savoy awaits….

Passion, Debate and Dutch Courage


I was delighted to be asked to participate as a judge in the annual Passion4Hospitality Student Debate which took place yesterday. Hosted by the Institute of Hospitality at the Victory Services Club, the stinging cold on the commute into London soon gave way to some very hotly contended verbal jousting by the brightest minds in hospitality academia today. The format seemed simple enough: eight teams of three presenting to five judges covering two topics in the hope of winning one prestigious trophy. Bring it on.

The challenge however, turned out to be as perplexing as the format seemed simple. In retrospect, I guess the real eye opener for me was seeing how many different ways a single specific topic could be interpreted and presented. Some picked up on a key word, some focused on financials, others on culture and history. All in all, it was an amazing array of thought processes to convey a message whether one was for or against the given argument.

As the day progressed, we picked a winning team from Heat One in the morning who would then go head-to-head with the winning team from Heat Two in the afternoon. The final debate took place in front of the Student Conference guests with the victors being chosen by a straightforward show of hands from the audience.

At this point, you will not be surprised if I say the winning team showed immense character, intellectual prowess and grace under pressure. But you might sit up and take notice if I said that English was not their mother tongue since they had flown in from the continent especially to take part. That really was the measure of commitment and professionalism on display as the team from The Hotelschool in The Hague raised their trophy aloft, leaving London Metropoliton University to be content with the runners-up position.

From left: Maria-Cristina Oprea, Anne Overwater, mentor & lecturer Glen Hepburn and Boudewijn Metzelaar.
Reflecting on the day I applaud every participant for their pluck and commitment in taking part. Win or lose, they will have learned something truly special about the nature of their character and that is more valuable than any trophy or certificate. 

My favourite quote of the day which I posted on Twitter shortly afterwards:


To read all about the debate click here for the Institute's article or check out this great post by Ioannis S. Pantelidis, the team mentor for University of Brighton who came so close on the day.

Our 'Honourable Chairman' of Judges, Russel Kett FIH presides over a tightly fought contest. 
In the meantime, I think the last word should go to Peter Ducker FIH, the Chief Executive of the Institute in his very kind note to me where he said “... the enthusiasm and engagement we saw yesterday suggests that the future of our Industry will be in safe hands.”

You can't argue with that. 

 Unless it becomes a topic for next year's debate, perhaps...





A Leader who knows his Onions


A colleague of mine recently had to give a short presentation which involved describing a leader that inspired her, but using food as the analogy to describe that leadership inspiration. Her challenge caught my imagination and we had an interesting discussion about it. As we are in the catering sector, the humble onion is one ingredient that gets overlooked in our business and yet underpins so much of what we produce from our kitchen. With that in mind, here is a leadership analogy that might just work for you.



An onion packs lots of character despite its size. 
And like a true leader, this appearance belies an unflinching willpower that’s fueled by passion. (Be careful of the smaller ones, they tend to have more bite!)


If you cut an onion open during a meeting, it’s aroma will definitely stand out.
… and this ability to ‘stand out from the crowd’  and leaving that memorable impression is what turns a good leader into a great one. 

However, the same onion has a harmonizing effect when cut within a kitchen.
Skilled leaders create harmony and team spirit by motivating the people around them.

Sometimes the humble onion leads from the front - just look at French Onion Soup. 
- true leaders don’t shy away from situations that others might find very challenging.


And in other recipes the onion leads from behind by bringing out the best in other flavours.
Through empathy, influence and skillful maneuvering, a smart leader can energise the team to raise their game. 
Onions add bite & texture when thrown in a salad, but cooked down in a sauce they add sweetness. 
Different challenges have diverse paths to a solution requiring the canny leader to think outside the box and encourage the team to explore those paths.

Cutting across an onion reveals a number of rings - symbols of both strength and continuity. 
Like great leadership, these represent new experiences or challenges, with one bigger than the last.



And as any search on leadership will tell you, an onion - just like our proverbial leader - is made up of many layers. 
For me, each layer represents a chapter in our experience that moulds us into the type of leader we are today.
As for stripping them away, you might think there will be nothing left. But paradoxically, I believe we are left with ‘everything else’. Put simpIy, the leaders who shaped our early behaviours, continue to influence our decisions today. So it is vital to seek out - and offer - great leadership!
If nurtured under the right conditions, an onion can be cultivated to produce a future crop. 
This can also be said of true leadership skill. Be that manager, mentor or coach.







One final point about the humble onion: 
like any great leader, they also have the potential to move you to tears.

Five Key Management Philosophies

My company have invited applications for a new and very exciting ‘Leadership Academy’ training course which involves a year long course of study, field trips and projects for the twelve successful candidates lucky enough to be chosen to take part. The process involved a number of essays being submitted which is to be followed up by an assessment day held in London at the end this month.

Due to my hectic schedule over recent weeks (more about that later), I have to admit that I have been neglecting you guys for too long now, so I thought I would adapt a couple of my essay submissions and share them with you since I think they come from an interesting perspective....

Management Style

The Management Style I have developed over the last 20 years can be distilled down to five key philosophies: Inspiration, Delegation, Discipline, Ownership and Trust.

Inspiration is the fuel that gets your personal and team goals off the ground and keeps the group moving towards that vision. When all is going well, this can be self-fulfilling. However during difficult circumstances it is your ability to inspire that can pull the team together and drive individuals to achieve their maximum.

Delegation is the front line attack in freeing up your schedule if you are to get the real work done of planning and leadership. In my current role, the stock take is a collective team effort, while our Head Chef finally has a computer to work on after 10 years in the job so that he can communicate directly with the client and suppliers. This frees me up to spend time on further training, assisting other sites with my  operational experience or on the frequent marketing projects that hit my inbox.

Discipline is twofold: discipline within yourself to strive for excellence at every level and discipline among your colleagues to understand what is expected of them and the boundaries they have to work within. As employer and Chef Patron in my restaurant operations, I have always encouraged my chefs to teach the Kitchen Porters how to prep the dishes, but no chef is entitled to change a recipe without my consultation since the business depends on our food and service consistency. Incidentally, shelling langoustines during downtime for a steward also has the knock-on benefits of motivation, development, delegation and succession planning.

Ownership is a fundamental tool of empowerment that I have always given my team if they are to have full confidence in their role. At the height of my success as an entrepreneur in Nepal, a typical service saw my teams serving hundreds of guests across multiple venues. This meant relying on my staff to make decisions in my absence that would reflect the values of the business. For example a complimentary Irish Coffee sent to a table celebrating a birthday or a personalised dessert served to a VIP. This resulted in an abundance of goodwill and repeat business which greatly enhanced our bottom line, not to mention our brand equity.

Trust is possibly the most difficult entity to fully appreciate and develop within a team. And by trust I don't mean vigilance that your staff might steal from you (values-based recruitment should avoid this), I am referring to
i) trusting each team member that they will deliver their best work at all times.
ii) inspiring the team to collectively trust in my leadership ability.
iii) encouraging team members to trust in their own ability to deliver excellence.
iv) fostering a fun yet professional atmosphere where staff trust each other.

Without this mutual trust, I have found one can end up micro-managing your staff or worse, doing their job for them and this is a huge waste of your energy and their potential. To avoid this, I have a simple policy: I trust my staff to get it right (and we share the credit), however if something doesn't go according to plan, then I trust them to tell me first (and we share in finding the solutions).

What are your key philosophies in Management, and do they work for you?

Google: Your People Skills

So, according to an article in the New York Times, the "people analytics" teams within Google decided they would trawl through 18 months of personnel files, staff feedback and management meeting notes, feed the answers into an algorithm to distill the data down and have finally come up with an eight-point plan to becoming a great manager within the Googleplex.

Although a noble (if extraordinarily over-engineered) piece of navel gazing, the results were not as pioneering as Google perhaps hoped for. I suspect the boffins would have arrived at the same conclusion had they fed the twenty best-selling business motivation books into the same algorithm... especially with such familiar sounding mantras floating to the surface as "have a clear vision and strategy"; "be a good coach" and other nuggets of obviousness.

Cynicism aside however, I think this scientific study based on empirical evidence does confirm what we suspected all along: that great management is about having great people skills. All-to-often managers believe that having a superior knowledge and experience of the tasks they set their subordinates will be enough to turn them into great managers. If this were the case, then why don't we see Premier League managers run onto the pitch to replace an injured team member in the dying minutes of a huge game. Simply because their job is to manage, not to play.

To be a great manager, you must hone your skills in getting the best out of your people. What sort of skills am I referring to? Skills in listening, coaching, mentoring, leading (by example), communicating, mediation, fostering trust, showing empathy, instilling discipline. The list goes on. In short, you have to be 'in tune' with each team member and with the team as an entity.

Put the whole together and it sounds intimidating. If this is the case and you don't know where to start, then start small by beginning with yourself. Follow these basic principles and you will quickly see results:

Get your office in order.

  • Turn up on time.
  • Be smartly dressed.
  • Keep your language in check.
  • Think twice about everything you say and do.
  • Get your office in order.
  • File everything (and keep it that way).
  • De-clutter your desk (and keep it that way).
  • De-clutter the workspace (even that dirty old radio someone thought was a good idea).
  • Keep your door open whenever you can.
  • Smile, spend time with your people and be receptive.
  • Listen actively.
  • Reflect on the consequences (before as much as after.)


Guess what? On a subliminal level, you are now moulding your people. If you extol these virtues diligently, you will quietly influence your team to follow suit thus creating a more professional environment. Now just build on that with the eight-point Google plan, or better still, seek out training and experience opportunities within your organisation to further understand this vital area in team leadership.