In August, we asked industry experts to weigh in on employee management for One for the Road:
What are your top strategies for successfully managing younger employees?
Andres Kaifer, Chef-Owner, Customshop & Marina's Tapas, Charlotte, North Carolina
I think the best strategy when managing younger employees is to be sympathetic. The workplace has changed drastically, especially after COVID, and as an operator, you have to be able to adapt. Younger employees like to be heard, and they prioritize voicing their opinion and giving input overall. It can be extremely challenging, but keeping our egos in check when dealing with younger employees truly helps. Situational leadership is what I resort to. I try to be observant and lead each employee differently based on how they respond to different leadership styles.
Kristine Bocchino, Hospitality + Beverage Consultant, Writer and Co-Founder of The Ada Coleman Project
Throughout my 30-year career in hospitality, when asked to characterize my management style, the thing that always comes to mind at this moment is the importance of leading by example. This makes sense in the home, with parents and kids, and I believe that it makes just as much sense, if not more, in an employee-employer scenario.
Setting an example for my younger staff members has always been one of my main keys to success, whether it was as a beverage director with Four Seasons Resorts, as an owner of my own restaurant, or even while running a food truck. I would never ask my staff to do something that I wouldn’t do myself, and I would prove that daily, rolling up my sleeves and jumping into service wherever assistance was needed most. Whether it be bussing tables, seating guests, or taking a turn in the dishwashing station, showing the team that I had their backs and would support them to foster their success has been instrumental throughout my career. You can preach about work ethic all day long, but a staff member who knows that their supervisor won’t lift a finger to help them in a time of need will rarely go the extra mile for that manager in a bind, much less the business itself.
Chance Curtis, General Manager, Understory Bar, San Diego, California
At Understory, managing younger employees starts with building a foundation they can truly stand on. We set the tone from day one with clear, efficient training; not just telling them what to do, but showing them why it matters and how it connects to the bigger picture. We never stop at the basics; continued education is part of our DNA, from refining technical skills to strengthening the emotional intelligence that fuels genuine hospitality. We lead with empathy because we understand the weight this industry and life can put on someone’s shoulders. Mental health isn’t an afterthought here; it’s something we acknowledge, talk about, and actively support. And most importantly, we see our role as more than managing a shift, we’re building people up. We invest in who they are on and off the clock so that when they leave here, they’re stronger, sharper, and ready for whatever’s next. At Understory, we don’t just build a great team, we build future leaders, and we do it with purpose.
Tim Eelman, Executive Chef, Solstice Restaurant, Big Sur, California
In every restaurant setting, particularly at Solstice, I strive to lead by example. With fewer young people choosing careers in hospitality, it’s essential that we seize every opportunity to inspire them and remind them of the incredible potential this industry offers. When I started in restaurants, being a "believer" was second nature, but today’s climate makes it challenging for the new generation of hospitality professionals to ignite that passion from the start.
It takes time, but the entire team needs to share the same goal and “buy in.” At Solstice, we foster a growing culture of “us.” There’s no “my” or “I want” in our discussions about service. It’s our restaurant, our guests, and we set expectations based on what “we want.” When the team feels a sense of ownership and sees the guests as being in their home, I trust them to make decisions that benefit both the team and the guests, rather than just themselves.
Once that trust is established, I ensure their voices are heard. There comes a moment in every team member's career when they provide feedback on service or inquire about “our” goals. It’s usually then that I know we have a believer among us.
To maintain this culture, I apply consistent, gentle pressure, embrace inspiring moments, and continually reflect as the leader of the restaurant: "How do I want to be remembered?" Striking a balance between self-analysis, team-driven goals, and the ongoing promotion of pushing to the next level is crucial to the success we’ve enjoyed so far. I've also learned from the younger generation that dinner service doesn’t have to fall apart if you take a moment to have fun.
Junsoo Bae, Executive Chef & Owner, SSAL Restaurant, San Francisco, California
At SSAL, our team is made up of many nationalities and cooks from diverse cultural and professional backgrounds. This diversity is one of our greatest strengths, but it also means that no single management style will work for everyone. Many of today’s younger cooks, especially in Korea and abroad, are more free-spirited and independent than previous generations. They are motivated in different ways and do not always respond to traditional, top-down styles of leadership. For that reason, our approach must balance clarity and consistency with flexibility and respect.
The first step is in hiring. Finding the right personalities—people who are not only skilled but also willing to grow within the team—creates a stronger foundation for collaboration. In Korean culture, harmony within the group is highly valued, and bringing in individuals who can thrive in that spirit helps build teamwork. Technical skills can always be developed through training, but the right mindset and attitude are essential from the start.
Once the team is in place, it is important to set a clear, shared goal that unites everyone. At the same time, each individual needs clear tasks and expectations. In a multicultural and multigenerational team, this dual structure helps avoid misunderstandings: everyone knows what the collective vision is, and also how their own role contributes to it.
In a Korean context, hierarchy still exists, but younger cooks often expect a more open, approachable style of leadership. They may be less motivated by titles or seniority alone and more by being trusted, respected, and given responsibility. This is where leadership by example becomes crucial. When chefs and senior staff show discipline, humility, and respect, younger cooks naturally respond and follow that standard.
Finally, inspiration is key. Many young Korean cooks, like their international peers, are driven by passion and creativity. They want to feel that their work has meaning beyond just daily tasks. By recognizing effort, encouraging creativity, and showing them how their growth contributes to both their career and the team’s success, we can help nurture that passion. In doing so, we not only strengthen our kitchen culture but also honor the Korean value of shared progress.
Kimball Brienza, O-Ku Operations, The Indigo Road Hospitality Group, Charleston, South Carolina
As an older person who has been in the industry for many years, I’ve found that the key to working with younger teammates is connection. I always try to find common ground with them on a relatable level, whether that’s through social media, music, sports, or current events. This helps bridge generational differences and avoids the perception of being “out of touch” or “old school” which is especially important when trying to inspire the team.
When motivating people, I often lean on analogies to help bring concepts to life and make expectations clearer. For example:
- “You’d never see Mickey Mouse lift his mask to check his phone.”
- “Who likes to shop? Do you feel a difference when you’re checking out at a gas station versus Gucci? Which experience are we trying to deliver?
These simple comparisons help the team see why we set a high bar and why professionalism matters in creating memorable experiences for guests.
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