Yannick Alléno shares insights into managing his company and employees. There's a psychologist available at the restaurant twice a week for private consultations, and there is zero tolerance for inappropriate actions and words.
The opinion
"At 55, I receive job applications from 25-year-olds. We don't have the same philosophy, expressive methods, or concerns as before, nor the same worldview, but I try to understand what they expect from us. I always tell them: if you come to me for a reason other than your growth, it's useless. Don't come to work for me, but for yourself! Come to the restaurant to learn what you desire." This is the point of view of acclaimed chef Yannick Alléno, speaking at the Impact PME conference in Paris, as reported by L'Hôtellerie Rastauration. "Here, we have a psychologist who meets with the staff twice a week, upon their request and confidentially. He advises and encourages them to engage in dialogue with those who can help them in the company."
The chef has devised a management plan in each of his establishments aimed at satisfying the ownership, customers, and staff. However, there is a "hidden" environment: the one closely linked to the kitchen. Thus, there's a shift from the already mentioned "triangulation" to a more complex view of the restaurant: "If we take into account 100% of our environment (not only work-related but also social, ecological, cultural, etc.), we can anticipate problems and satisfy the true key to the company's success, the personnel working within it."
Alléno firmly advocates for "zero tolerance" towards actions that may compromise the kitchen's serenity. "If any employee says an inappropriate word or makes an inappropriate gesture, the sanction is applied immediately. Even with very important people in the company. It takes courage to do this. We removed one of our pillars from the team because he was not behaving appropriately. They were a volcano of creativity in the kitchen, but it was necessary to replace them immediately."
And teamwork? "We've implemented something that works well: participatory planning. Every week, employees express their preferences and announce their limits on working hours. The company naturally prevails, but we do our best to listen and reach the best compromise. And it works!" On the other hand, technique and know-how take priority over kitchen management. "But it's necessary to provide support and training to educate young chefs on managing a team and leading it to success. It's up to us, owners or entrepreneurs, to train them in management."
