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The owner of the fine restaurant was simply going to have to replace his head chef and make massive changes in the kitchen.
The owner couldn't wait until he hires a new head chef who will be hiring an all-new staff. After many, many interviews, the guy who got the job was the one who promised big changes - a totally different philosophy toward food and the kitchen. One downside, he didn't have a lot of experience, but he was sold on the new chef's promise that judgment was far more important than experience. He was told he would start in one month and to start hiring staff. The owner had a horrible experience with the latest chef and things had gone downhill threatening the very existence of his eatery. The restaurant was hanging by a thread. The chef before the current one was better, but had a lot of baggage. He was so ready for the change this new head chef was promising.
But.....
Within a week after being hired, the new head chef-to-be was acting rather strangely for the man who was going to bring these huge changes to the kitchen and menu. He was asking several members of the current disastrous staff, and people close to them and thought like them, to stay on and join the new team. The owner was dumbfounded. He began to notice a pattern of his reaching back to staff from ten years ago. He recognized all these people who had passed through his restaurant's kitchen doors time and time again. He was furious. "They were all a part of the problem," he thought. The new hire still promised "change," but he was staffing up with a team that acted and talked a lot like the current disaster back in the kitchen (which the new head chef had been critical of in all of his interviews)and re-hiring many from the staff before the current one. It was clear: This was not the total change in direction he was promised. The new guy hadn't even started yet, but his hires told him something was just. not. right.
When the owner went to ask the chef-to-be about all this, he was told not to worry: "We need the experience to hit the ground running," he was told. The owner was furious, feeling fooled and wasn't even sure he wanted to give the new chef a chance. After all, through the long interview process the new man had promised a clean break from the past - and change that was going to come from outside the circle of the tight-knit culinary crowd in the city. And now this. The restaurant owner felt certain the new head chef simply had told him what he felt needed to be said to get the job, and instead of change to the kitchen and menu, was simply planning on tinkering with the menu and bringing in all these old faces.
As the owner tried to fall asleep, just a week before the new chef was to assume the job, he was frightened and restless. "Give him a chance," everyone was telling him. But he knew what he heard in those interviews. The clean break from the past and changing the way things are done in his restaurant were what attracted the owner to his new head chef. He thought, "If it was experience I needed, why does he think I would have hired him?" Tossing and turning he rolled over and went to sleep confused but determined to give the chef and his "new" staff a chance. Bewildered, he slept fitfully and found his dreams were clouded with feelings of betrayal. He was up early the next day repeating the mantra, "Give him a chance, give him a chance, give him a chance, give..."
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