By Faith Jennetta, CEPC

Don’t forget the most important part of the training process—helping students develop their critical-thinking and problem-solving skills.

Does your school have a culinary football team? At the Technology Center of DuPage (TCD), a high-school career and technical center in Addison, Ill., the answer is certainly yes. TCD participates in various approved culinary competitions through ProStart, Skills USA, local ACF chapters and even in-school scholarship-program competitions.

Principal Edward A. Susmilch likens the TCD culinary-competition teams to high-school football teams. Both help participants enhance their talents, professional behavior, team and leadership skills and scholarship opportunities. How can your school build a winning team?

By Mark Molinaro, CEC

When it comes to quality of guest service, the smallest example can make the biggest impression.

Reflecting on the guidance I received from the ladies and gentlemen of The Ritz-Carlton has served me well in my 15 years as a cook, chef, teacher and now director. It was a pleasure and a privilege to have been able to work with such passionate and dedicated people whose shared goal was to surprise and delight every guest who walked through our doors.

The Ritz-Carlton culture is a model for excellence in organizational behavior. From the daily line-ups to departmental meetings to hotel-wide seminars, I always felt connected and an important part of the organization. Examples of model leadership, behavior and expectation are expressed throughout the company, from the interactions between individual line employees to the daily briefs that were sent from corporate office.

By Lynn Schwartz

As we enter new positions, many of us (including graduates just starting out) will want to hurry to implement our passions and agendas for change. Dr. Linda Schaumann Reese explained at CAFÉ’s recent Leadership Conference why this common approach is NOT a recipe for success.

Businesses spend millions of dollars investing in new leaders, but research shows that many of these enthusiastic, qualified leaders will fail. With the hospitality industry expanding and diversifying, higher levels of education and expectations are required. Chefs need to be more than cooks; they need to be strong, effective leaders. What keeps leaders from succeeding and what can you do differently to avoid failure?

By John Lawn

Jamie Oliver's "Food Revolution" treats a serious subject, but turns it into reality-show spectacle.

On March 21, Americans with an interest in either child nutrition or reality TV (or both) got the chance to view the first installment of “Jamie Oliver's Food Revolution,” a stunt-driven, 21st century moral tale that will run as a series on ABC in coming weeks. If you missed it, here's a handy synopsis:

By William C. Franklin, CMC, AAC

Like a bell curve, leadership in new chapters of professional organizations rises, then wanes. Adopting certain structural steps will keep a chapter strong, delivering long-term value to members.

Over the four and a half decades that I have worked in this industry, I've observed one constant: The industry puts greater demands on all of us every day. We are busy people with work and life's general requirements. Most of us no longer have the benefit of volunteering weekly or daily hours to our favorite professional organization.

The life cycle of most American Culinary Federation chapters is somewhat predictable and can be applied against a simple bell curve. The curve could cover 10, 20 or 30 years. The beginning of the bell curve represents the energetic chartering group in their mid-20s and 30s. They work hard to get the chapter established and grow the membership, sometimes into the hundreds. This group seems to be the energy and catalyst that sustains all programs and events while moving the chapter forward.