Following the recommendations identified by the acronym, WARM, you can inspire students to reach for ultimate success from the moment they return to or begin their training.

By Dr. Fred Mayo, CHE, CHT

Last month, we discussed honoring and celebrating differences; this month, we will talk about ways to begin a semester by making our students feel special—not always something we think about it, given all the other tasks that face us in September, the time most U.S. colleges begin the year again. There are four major strategies: welcoming, asking, reminding and mixing it up, or WARM. Now might be a good time to consider adopting one or all of them.

Welcoming
Welcoming people has always been a fundamental principle of hospitality. As chefs, we welcome people by feeding them or otherwise offering them food. As teachers, we think about the first class of the term, and we do it well.

This year might be a useful time to think about welcoming them back to the institution, however. As your students come back to the campus after a summer break or an internship/coop/apprentice/work experience, how do you greet them? Do you look for ways to welcome them back to school? Do you invite them to notice all the changes that have been made over the summer? Do you focus on providing each of them with a compliment? Or ask about accomplishments?  Have you reviewed the organization of your office and considered rearranging it to be more welcoming to new and returning students? These and other questions will help you think about how to welcome your new and returning students to the campus.

Students in teams don’t necessarily have to like each other, says Chef Weiner. They won’t have the luxury of choosing their teammates in the real world, after all. But they do have to learn to work together to execute a successful meal. Here are proven tips to teach them how.

By Adam Weiner, CFSE

At the recent CAFÉ Leadership Conference in Miami I had the privilege of attending a seminar by Paul Sorgule of Harvest America Ventures. Paul said something that was a proverbial slap in the face for me. He stated that all culinary instructors teach with teams, but we don’t really understand how teams work, nor do we specifically teach our students how to work in teams.

One of the key items he covered is that there are four phases in each team project:

Testing

Infighting

Organization

Mature Closeness

The first thing people do when assigned to a team is to test out the other team members and themselves in the team. How much do the other team members know? How much can I assert myself in the team? Will I be able to ride on other people’s coattails?

Dr. Tso-Cheng Chang was a pioneer of “no pesticides or herbicides” farming in the United States. His farm, which grows vegetables for his award-winning restaurant in Amherst, Mass., not only is one of the largest bean-spout producers in the nation, it also grows schizandra berries—which might be the ginseng of this decade.

Long before “shop local, buy local” became something Americans came to value, Dr. Tso-Cheng Chang grew his own Chinese vegetables to serve at his award-winning restaurant, Amherst Chinese Food, on Main Street in downtown Amherst, Mass. So when in 1983 he converted his farm in nearby Whatley into a small factory designed to mass-produce bean sprouts, it barely caused a ripple on the local business scene.

That same factory on Dr. Chang’s Farm recently celebrated its 30^th anniversary with the distinction of being one of the largest soybean- and mung-bean-sprout facilities in the United States.

“You would say from the success of his restaurant and the sprout farm that Dr. Chang epitomizes the American dream, but his story goes beyond that,” says Steven V. Dubin, spokesperson for Dr. Chang Naturals, which grows and wholesales the company’s certified schizandra berries. “In fact, it’s quite fitting that his farm is in a region known as Pioneer Valley because Dr. Chang has pioneered a number of things, most notably ‘no herbicides or pesticides’ farming.” 

Chang’s journey began in a small town in Shandong Province, China, where he was born in the late 1920s. He earned an undergraduate degree in agronomy from Taiwan University in 1953 and later emigrated to the United States, where he earned an M.S. in crop science from Michigan State University in 1966.

A new video from the American Meat Institute featuring a noted animal-welfare expert is part of the Glass Walls Project to increase transparency in the meat-and-poultry industry.

The American Meat Institute (AMI) recently released a video tour of a pork-slaughter plant hosted by leading animal-welfare expert Temple Grandin, Ph.D., professor of animal science at Colorado State University. The video is available on the institute’s dedicated animal-welfare website, www.AnimalHandling.org.

Also released with the video was a print companion brochure that may be downloaded. Single copies also are available upon request from the AMI. The pork-plant video tour and brochure augment the beef-plant video tour, also hosted by Grandin, which was released in August 2012. Since its release, the beef-plant video has been viewed nearly 50,000 times online and in countless classrooms and other settings.

Simply preparing for your classes and delivering material is never sufficient. You have an obligation to yourself, your students and your institution to stay in touch with the industry you represent by building your personal, professional brand.

By Paul Sorgule, MS, AAC

As a culinary-arts faculty member, program director or dean, you are a lifelong portal for every student you come in contact with. The value of their education extends beyond the quality of the material that you offer or even the important degree that they might eventually receive. The real value of their education lies in the ongoing significance of their connections to you and to the reputation of your institution

Students’ value expectations today are, as they should be, far greater than in the past. The stakes are more significant as a result of the escalating cost of a degree and the tangible outcomes that will be apparent throughout their careers. Students should expect that you and your institution will remain a resource for them and that the perceptions that peers and employers have of your institution remain positive as they move through various stages of their careers.

To this end, it is imperative that you invest in building your brand. By this I am referring to how you continue to enhance your knowledge and skills, the industry connections that you make, and your visible prominence in the fields of culinary arts and education.

Throughout your time in culinary education and even beyond, investment in your brand development is also an investment in every student’s brand development. I like to refer to this as your “network of influence.” LinkedIn is really an attempt to help individuals build on the concept of “network of influence” by encouraging professionals to catalogue those persons who have or could have an impact on their careers—directly or indirectly. Every time you invest in building professional relationships with others, you open a potential door for yourself and those with whom you have a “portal relationship.”