Continuing the theme of helping students work together successfully to better prepare them for real-life employment, Chef Weiner suggests strategic ways to group team members who don’t necessarily see eye to eye.

By Adam Weiner, CFSE

Last month’s article was based upon a seminar given by Paul Sorgule at this past summer’s Leadership Conference about how students interact, fight and then grow together to become a team.

The two key points of that article were: 1) whether or not students like working in teams, they need to learn how to work in teams to work in the culinary field, and 2) whether they like someone on their team is not relevant, as they still have to work together well.

How teams are chosen will, in large part, contribute to teaching students how to work in a team format. Here are some of the ways to pick teams:

Through the company’s Green Thread® program, concessioner ARAMARK works to reduce its environmental footprint by developing and implementing long-term environmental stewardship programs and policies for its state- and national-park accounts, diverting nearly 3 million pounds of waste from landfills.

Each year, millions of people flock to America’s national parks, forests and state parks to enjoy our pristine natural resources. Keeping these visitors fed, sheltered and comfortable is a monumental task that normally results in the use of vast amounts of resources and leads to thousands of tons of waste.

ARAMARK Parks and Destinations, a leading concessioner of national and state parks and forests and cultural attractions, has taken the issue of waste head on and diverted nearly 3 million pounds of waste through recycling and composting over the past three years.

Through the company’s Green Thread® program, Philadelphia-based ARAMARK works to reduce its environmental footprint by developing and implementing longterm environmental stewardship programs and policies within the areas of food purchasing, supply chain, building operations, energy and water conservation, transportation and waste management.

“Preserving our natural spaces for future generations is a top priority for us,” says Allison Gosselin, director of environmental sustainability, ARAMARK Parks and Destinations. “Through our on-the-ground environmental stewards, partners and help from guests, we’ve been able to keep 2.8 million pounds of waste from reaching landfills since 2010.”

Though not a lesson plan, Chef Gilles Renusson, a pastry professor at the Secchia Institute for Culinary Education at Grand Rapids Community College in Michigan, posted a video on YouTube last month that shows him preparing the next generation of sugar artists who will represent the United States in the 2019 Coupe du Monde de la Pâtisserie in Lyon, France.

To watch this fun and interesting video on sugar pulling, click here. 

Marco Chirico, at only 25, is already moving a legacy into the next generation via his father’s restaurants—one operating for three decades and one a few years young—in Brooklyn.

By Lynn Schwartz

When a parent receives public recognition in a career, the children might prefer to run in the opposite direction, deliberately choosing a different livelihood. Then there are those offspring who desire to follow in the impressive family footsteps. With that decision is an inherited responsibility; there is a pressure to measure up.

Marco Chirico has chosen the latter path. At only 25, he is taking over Marco Polo Ristorante, his father’s legendary Italian restaurant in Carroll Gardens, Brooklyn—a restaurant that has just celebrated its 30-year anniversary.

Accepting the reins requires a delicate balancing act. Chirico must maintain the quality, integrity and longevity of the famed family business, but also carefully and respectfully guide the restaurant into the future for the next generation.

Filling Some Very Big Shoes
Chirico grew up in the middle of a lively business where the whole family was involved. Chirico’s father, Joseph, immigrated to New York from San Martino, Italy, in 1964. He began with a luncheonette, serving Italian sandwiches, and in 1983 opened Marco Polo Ristorante, named for the Venetian explorer.

Joseph Chirico became recognized as a pioneer, introducing both fine Italian dining to Brooklyn and serving unfamiliar ingredients such as bufala mozzarella imported from Italy, porcini mushrooms and truffles. He also became the owner and operator of the historic Gage and Tollner on Fulton Street in downtown Brooklyn.

There was no expectation for Joseph’s son to make a career in the hospitality industry. “I was bussing tables since I was 12 years old,” says Marco Chirico. “We all worked there. My sisters were hostesses, but there was never any pressure for me to be in the business. I just liked it. I liked the customers and my father saw that.”

“Gold Medal Classroom” readers who answer a survey (see link below) will receive a special code for a $200 discount on Worlds of Flavor® 2013 registration. Also, all names will be placed into a drawing for one free Worlds of Flavor registration, and three respondents will receive a choice of one of three CIA books.

By Jan Stuebing Smyth

To be a chef today means to be plugged into local communities, national networks and global conversations. Information technologies are changing foodservice in profound ways in the kitchen, dining room and classroom, particularly since the current  generation of Millennial diners grew up with an unprecedented access to 24/7 connectivity.

Any curriculum for aspiring culinarians that does not include a nod to technology in the kitchen—from immersion circulators for new cooking techniques to tablets for access to their curriculum—is incomplete. A single YouTube video, real-time webcast or even an Instagram photo can transport a chef or student to a restaurant or village kitchen thousands of miles away and alter his or her culinary aspirations in an instant, turning the world into a classroom.

Culinary philosophies are being incubated in highly personal, globally conscious ways that could only happen in this hyper-connected age of information and social-networking technologies. Chefs in Spain look to the kitchens of Japan as part of re-imagining their regional traditions. Chefs from New York to California exchange ideas over the web as they re-invent Moroccan and Southeast Asian flavors. Chefs from Lima and Lisbon, Sydney and Shanghai gather at international conferences—like MAD in Copenhagen, Mesamérica in Mexico City and Worlds of Flavor in Napa Valley—to forge new professional bonds that expand the creative space in which they work.

Whereas previously, influential food critics at city and national publications controlled the destiny of ambitious chefs and restaurants, chefs today can build their own communities of support. A four-star review from The New York Times or a top Michelin rating still yields considerable weight in a restaurant’s ability to attract and retain customers, but they are no longer the only game in town. Crowd-sourced reviews from Yelp, Zagat and others, along with social media juggernauts like Twitter and Facebook and the commenting sections of blogs, have undercut the established critics who used to have the power to make or break a restaurant. Not having to court the favor of high-profile critics means not having to skew one’s cooking or dining concepts to the expectations of a small handful of gatekeepers.