Exit Leading a Fair Kitchen - Course Assessment Question Title * 1. A 360 Degree Turbo Review is a feedback tool for management. The objective of a 360 Review is: a) to allow managers to evaluate employees from many angles. b) to allow managers to receive honest feedback from employees. c) to allow mangers to effectively evaluate every aspect of operations. Question Title * 2. You’re in the middle of a busy service and under pressure. Just as you’re at a crucial moment, one of your line cooks asks you for help. You see in their reaction that you must have responded more sharply than intended. How should you handle it? Take them aside as soon as there is an appropriate moment and apologise Leave it, these things happen and they need to toughen up. Plan to discuss it in your next 1:1 a week later. Question Title * 3. Experts agree that self-awareness is an important element of leadership. Which of the following statements reflects the behavior of a self-aware leader? Good leaders understand the value of maintaining discipline and the kitchen hierarchy. Confidence inspires confidence so good leaders try never to show vulnerability. Good leaders set a positive, uplifting tone because they understand that mood is contagious. Question Title * 4. One lesson Richard Coraine learned from his mentor, Piero Selvaggio, was: dismiss under-performing employees quickly before they hurt your business greet every day with the excitement of opening day be as critical of yourself as you are of your staff Question Title * 5. A line-cook who had an impressive résumé joined your team. Their work was outstanding, but their condescending behaviour quickly alienated others on the team. In retrospect, you should have: asked their last employer about any behavioral issues let them go when team members began complaining about them had a conversation with them on day one about the company’s culture of mutual respect Question Title * 6. As a leader, you would like to do a better job with feedback. According to the chefs and experts in this module, which approach is most likely to succeed? Feedback should follow the chain of command. You evaluate the team members directly under you, and they evaluate the people under them. You as the leader take feedback only from management, and maintaining this hierarchy is crucial. You offer feedback in the moment. Correct mistakes swiftly and with direct language. Don’t wait until the end of service when you might forget or soften what happened. You wait for a private moment and keep feedback compassionate, fact-based and constructive. Question Title * 7. You have an opening for a pastry chef and you’re interviewing candidates. One candidate stands out, but lives far from your establishment. For that reason, you’re wondering if this person is the right hire. Do you… ask the candidate how they plan to make it to work on time every day? invite the candidate back for a second interview with a couple more team members present? reject the candidate because their long commute is certain to cause problems Question Title * 8. You’ve just hired a new Sous Chef, and want to make sure they are onboarded properly. Chefs and experts interviewed in this module shared some best practices for successful onboarding. Which of the following was NOT a suggested practice? Check in with the person frequently, even daily at first, so you can detect and correct any issues early. Give the person an easy first-week schedule so they have a chance to get acclimated. Give the person a rigorous first-week schedule so you can know quickly whether they have what it takes to thrive in your organization. Move the person around a lot in the first two weeks so they see all parts of the kitchen and can find their niche. Question Title * 9. How often did our Chefs and Experts recommend you have performance and development conversations with their team? There's no perfect answer - it's about ensuring each person has the right level of engagement for them Regularly and at the same frequency for each team member At least every two weeks to maintain momentum Question Title * 10. One of your servers has been overhead making discriminatory remarks. How should you handle it? Initiate a private, non-accusatory discussion with them to make sure they understand why the remarks were offensive. Call the person out on it at the next staff meeting but give them a chance to explain her remarks. Dismiss the person. There is no room in your organization for people with discriminatory attitudes. Question Title * 11. According to Dr Jen Sumner, what is the link between wellbeing and productivity? Greater sense of wellbeing is associated with greater productivity Focusing on wellbeing has a negative impact on the team's productivity & performance Positive wellbeing is closely associated with mental health, but not physical health Question Title * 12. One of your junior team members has been having problems at home that are affecting their performance. As the executive chef, how should you handle this situation? Take the person aside that tell them that they need to leave their personal problems at home. Find a moment to speak with the person in private and open a conversation. Listen without judgment and offer support. Ask someone else in the team to talk to the team member Question Title * 13. The restaurant business is prone to times of acute stress and crisis. In this module, chefs and experts shared several ways they manage these moments. Which of the following approaches was NOT a recommended approach? View the stress as a challenge to be solved rather than a threat. Stay calm, step back from the crisis and take time to gather facts; acting in haste can backfire. Do anything to give your staff confidence that the situation is being handled Done