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Chef's Showcase

A Positive Approach

Darren Beswick focuses on solutions, not problems.

Executive Chef:  Darren Beswick
Operation:   Gadsden Country Club
Location:   Gadsden, AL
Concept:   serving members with freshly made, innovative cuisine.
Dining venues:   banquet and meeting facilities, poolside concessions, main level dining rooms, The Men’s Grill
Check averages:   $15, lunch; $25 to $35, dinner
Square footage of facilities:   44,000
Number of cooking staff:   about 23 total
Foodservice features:   daily lunch buffet, Sunday buffet, special promotional events and dinners

How do you bring out the best in your staff and in yourself? – Questions & Answers

Is there a pattern to the kind of positions you’ve taken over the years?
My background and original education was in foodservice management and one of my first jobs was a convenience store that was having inventory problems. I found that I enjoyed the challenge and rewards of working with my staff to address that problem in a positive way.

So after I became a chef, the appeal of creating a better work environment helped me decide what jobs would be best for my career path.

Did you go to culinary school?
Yes, back in my home state of New Jersey at the Academy of Culinary Arts. That was after a few years in management. But I knew it was important to maintain a good balance of business and culinary in my course load, to help me advance a lot faster. You’re not going to walk out of culinary school and land that prime job unless you’re able to show you have both the ability and the resources to handle the responsibilities of being a chef.

And how do you put those resources to work at the Gadsden Country Club?
The first step is to identify what is not working properly. Then immediately start focusing on your kitchen’s strengths. When I first got here you might have called this a “problem” property. But once I discovered our strong points, and took the steps to build on them, we were able to start taking our problems on.

Are you a “clean house” kind of guy?
Not at all. I just don’t believe it’s the best way. The individuals who aren’t happy will leave on their own. Those who appreciate your approach and the changes you are making will thrive. Since I arrived five years ago, four of the key cooks are still here. One was in the pantry at the time and is now my lead on the line.

How else do you empower your fellow workers?
We change our menu here every three months. Before the time, I’ll go to everyone and see what he or she would like to put on the menu. We start testing and tasting the dishes that come up in those discussions. The best ones, we’ll try out as specials. And if they sell, they make it on the menu. This helps connect the crew to the diners and their expectations and builds their confidence.

That’s really what it’s all about isn’t it?
Morale is key. As a manager, you have to find a way to let your co-workers know that they have what it takes in their heart. Don’t let them become intimidated. After all, they support you and you wouldn’t be able to run the place without them.

I start by teaching techniques and letting them practice and try new things. With food, really, is there anything that can’t be fixed? So if someone shows an interest in cake decorating or ice carving for example – which are some my stronger skills – I always let them come in and watch me work and share the pastry bag and try to be encouraging of their advancement. We take trips to see purveyors and learn about food, too.

The other key is teamwork. If everyone has confidence in what they can accomplish as individuals and we find a way to build on that as a group, we can solve any problem.

Is everyone cross-trained?
Yes. There’s not one area that can’t be done by another worker. That gives us flexibility to accommodate family obligations and emergencies, vacations, sick days, whatever. And the customers never notice the difference.

How do you interact with customers? It’s different at a club, right, where people come in to eat very frequently.
Here 14 members sit on the board of directors, and they change every year. I look at all of them as my bosses. They communicate very well what’s working and what’s not. I also spend time in the dining room visiting with members to find out how they like certain menu items and what they might like us to do differently. It’s pretty open and I think that makes it a lot different than being at a commercial restaurant.

Are they open to new menu trends?
For the most part, yes. I try to offer food here locally that they might expect to get in Birmingham or Chattanooga, the two closest cities. I do a lot of research in my book collection and in new magazines and then use the recipes as a jumping off point for something different. I’m also a big fan of the Food Television Network. And then I enjoy participating in ice carving and decorating competitions.

Sounds like you know how to keep your spirits and your interest level up...
I am a very positive person and try to turn around negatives when I see them. Within our industry they’re always around but you don’t let it beat you down. Try to anticipate challenges. And always remember that even a bad situation has a positive aspect to it after you learn from the experience.