你的厨房不必是地狱

Given a choice, most people will not consciously decide to create a toxic work environment and yet we see it happen all the time. Maybe we've worked in those places. We ourselves may have been part of the problem. But as in the parable about all people having two wolves inside them—one evil and one good—the wolf who gets fed wins. A restaurant or other workplace isn't born toxic. It's made that way, and we have the power to break the cycle.

根据Keri Higgins-Bigelow，Living HR的首席执行官，专门从事公司培养公司培养的咨询公司，毒性诞生于无所作为，未能解决这一业务潜在的潜在问题而太长。

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Outside of restaurants, most degree programs' core competencies curriculum focuses on business management. In culinary programs, the notion of people management as anything more than a cost center is regularly given short shrift, despite how important it is to a business. Rudderless employees climb career ladders, lacking formal leadership training, and try to figure the crucial aspects of team building out as they go. How a workplace does or does not become toxic is an indirect path. Good or bad, a boss's vision and behaviors are the sum total of their experiences and beliefs—and how they choose to apply them.

一定时代的许多厨师在厨师在其餐馆外面迷住之前提出了一个时代。厨师是他们自己想象力的神灵，在厨房门后，他们以他们所示的方式培训了其他人。在100年前，这一心态可以追溯到旅程系统的编码。厨师采取了这一军事模型，制定了类似的培训风格。新员工，其中许多人从未遵守任何程度的专业问责制，更不用说团队合作，以与军事观看新招募的方式相同。通过剥离任何自我感，以及骚扰和退化作为这种目的而不是禁忌的手段，训练开始并改为自由地应用。一旦一个人不再被认为自己是一个个人，而是一部分旅的一部分，就可以开始在厨师形象中备份人的建造工作，并且新雇用可以开始吸收有用的技能。此时，军事和厨房比较略微分歧。与军方不同，厨师收到客户的宣传，伴随厨师的自我的伴随会变得有问题。

读：6 Things Chefs Are Doing to Take Care of Their Staffs as Restaurants Reopen

Levon Wallace, a chef known for his work at Grey & Dudley and Cochon Butcher in Nashville, as well as Proof on Main in Louisville, remembers his formative years with a blend of distaste and accomplishment. Wallace describes one early chef as being "an alcoholic narcissist."

“我努力从混蛋中得到承认，”他回忆道。像许多厨房的时间一样，努力工作是获得在该环境中赞美和避免惩罚的唯一手段。在工作日期间，体罚是负面强化 - 例如胸部的任意拳，当然是在工作日 - 是司空见惯的。华莱士表示，消极情绪也可以更加策划和贬低，并生动地记得厨师，他们要求他在一夜间舔他的鞋子。赞美，如它，大多数都缺乏虐待。

Michael Gulotta, chef-partner of Maypop, Mopho, and Rum and the Lash in New Orleans and a2016年BNC.，回忆起类似的Mindsets，在他的早期治疗不同。他说，“他说，”他播下了混乱。如果服务顺利运行，他会在厨房里重新排列董事会的订单，只要看看我们是否可以处理猴子扳手。“

Jeffery听到了一个备用道路，在户前工作作为服务员和宴会服务器，然后在新奥尔良打开他的餐厅，听到Dat厨房。但即使这些职位也没有提供古教室的军义文化庇护所。来自厨师和厨房员工的倒钩的接收结束是常态，因为旨在通过避免羞耻来建立性能的预服务阵容。听到召回令人尖锐的和反复质疑，以及房屋员工的另一个前面，关于菜单项目和其他服务点，直到有人在压力下破裂并给出了错误的答案。然后，工作人员将在其余的员工面前被击败，以提出一个例子。

读：厨师也得到了冒名顶略的综合症

Like most work environments, the best performers in a restaurant receive consideration for leadership roles. That is not to say that they possess leadership qualities, merely that they are better at performing the job tasks at hand than the rest of the team and therefore command a bit of the team's respect. Armed with only their chef's examples for motivating and disciplining, they usually mimic those behaviors, no matter how healthy or destructive.

主要运行时他的厨房当我“紧”t came to appropriate behavior and speech in the workplace for the late '00s, Gulotta admits to engaging in what he calls "emotional terrorism" when disciplining his team. He recalls asking a cook who was unprepared for service, "Is this how you want to live your life?" without regard to the ferocity or lasting effects of his words.

如果一个贵宾队遵循典型的职业道路，在花费适当的时间后，学习跑餐厅的金融机制，他们就会罢工跑到第一厨房。无论是打开自己的餐厅还是为别人操作厨房，那就是定义理想和保持或丢弃其导师的教义的时间。

虽然在前厨师的工作中承担了情感伤疤，但华莱士试图从他的专制早期的老板找到一个中间的基础，证明他们的行为使他更强大，更好的厨师。墨西哥湾和他的合作伙伴发誓，他们将成为一个将员工置于员工的组织。但厨师发现这种理想主义缺乏他们的现实。简单地宣布这些意图没有等同于非学习十年或更大的滥用，这是他们参考点的滥用行为。

所有这些厨师中的一个共同主题是新的领导职位带来了意外或低估的压力，导致了非预期的负面行为。“我从来没有想成为某人噩梦的原因，”墨西哥湾回忆起在餐馆所有权的新现实之后留下了他缺乏员工的愿景。2015年，当他被认为是善良的肋骨时，他发现自己在争议的中心。将事件描述为“Cook Shaming”，一个关于他的厨师表现之一的公共社交媒体帖子遇到了愤怒的反应，而不是共享的笑盖。

Heard found himself unable to let go of controlling the minutiae of restaurant operations, and destroyed morale in his restaurant. By not trusting anyone fully to perform their jobs, he left staff questioning their status, and even their reason for being employed there.

华莱士为他的厨房写了一个十点宣言的核心价值观。他的许多旧员工仍然将这些价值观用作今天的参考点，而他们“不可思议”，他们未能认识到厨房外的世界。引用他缺乏成熟和心灵，他发现自己在一个以上的情况下，他在处理员工时“不小心不尊重人类的十字”。像许多年轻的厨师一样，华莱士将肩负着狮子的作品的份额，既是忘照需要在每项任务时才表达他的员工，也是听说，不想放开控制。将潜在的问题复制是一支有偿的公关团队，并呈现出一种虚假的无谬误叙事的积极媒体。“最终，我带着那种沉重的负担，因为没有人想在我身边，”他说。

读：欺凌者在厨房里

These are three stories of good intentions, three significant missteps, and three opportunities to correct the course or not. Often, the path to building a healthy work culture more resembles a balance sheet weighing positive and negative events, than a pastoral landscape. Mistakes happen, but acknowledging the error and combining it with liberal introspection and reflection can shape better workplaces.

华莱士认识到他取决于停止循环。“继续我开始的行为和心态将使我降级到一座烹饪墓地，可能是一个在机场附近的大箱子酒店，因为没有人想要和我一起工作。”他感恩有机会对他的行为进行内省。“我一直想成为世界的更好，但却被自我涂上了。”

解释他更周到的领导方法，沃莱斯特现在说：“我的任何团队的自动第一个问题是，”我怎样才能帮助？“”他很兴奋，并希望激发他的团队，以及他的愿望帮助是真的。

对于墨西哥湾，暂停仔细考虑他的团队的促进者提供了挑战，具有更积极的结果。“你如何让某人想要构建？当你必须谈论它时，你如何将某人持有标准？”他与他的双胞胎们在自闭症频谱上积分享受他的生命，帮助他建立耐心和自我检查，以应对管理他的团队的任务，以更为以人为以于置的方式。

Heard, similarly, has considered how he conducts himself in dealing with his staff. Opting for a more humanistic approach, he makes sure to recognize each team member's strengths and puts them in a position to succeed. "You can't slight someone for not being able to catch a ball when their strength is throwing the ball," he says. Heard also admits that his milder personality does not lend itself to being the group's authoritarian and has passed off that role to others.

为了建立一个积极的文化，公司需要“代码，而不是手册”，HIGGINS-BIGELOW说。“代码是将人们一起为目标工作的纤维，”她解释道。确保以易消化的方式表达它。通过让你的团队知道如果他们跌跌撞撞，你的团队会知道有人会选择他们的信任。“

组合这些元素创造了一个人类的环境。当涉及的每个人都意识到彼此的人性和这种情况的天生的易变量时，长颈鹿和错误的不太频繁，更容易理解和宽恕。如果你的厨房喂得很好，那么好狼可以赢。