Great chefs are found across many different cultures, and those we prefer are simply a matter of taste.
Names such as Nigela Lawson, Jamie Oliver, Anthony Bourdain and Massino Bottura are but a few of the premier chefs who are hugely successful, with enormous followings to match.
Irrespective of your favourite chef, their distinctive styles, and the types of food they are famous for, great chefs all have some things in common.
They all begin with an objective for preparing their dishes for themselves, a restaurant menu, celebrity wedding, private function, healthier eating option, or promotional show.
In addition, they select the finest ingredients, know the precise processes involved, (including the precise sequence and manner in which the ingredients are blended), as well as the ideal cooking time.
They also all use the best cooking equipment and manage the entire cooking experience superbly throughout, until the desired outcomes are attained.
There is nothing haphazard in the manner in which these outstanding chefs conduct themselves at any stage, which makes for a recipe for substantial and sustainable success.
In much the same way that professional chefs act, internal communications can only flourish if undertaken in the most professional manner, every step of the way.
Just as great chefs carefully assess the entire cooking process before they begin, each organisation needs to begin its internal communications journey by analysing its specific structure, culture and current circumstances, and establishing the required objectives and goals, together with the rationale.
Unless done correctly, it is not possible to measure goals or objectives in any meaningful manner, nor is it feasible to establish appropriate benchmarks. Top chefs always take great care to record and explain any untoward issues and to correct these as a matter of urgency.
A lack of objective benchmarks will impede objective measurement and comparisons of crucial trends over time, as well the ability to interpret these in a meaningful way. This will prevent making necessary changes, or even tweaking, as necessary over time.
Once objectives and goals have been ascertained, well thought out strategies, and plans with tactical considerations need to follow.
All of these need to align carefully with the organisation’s overall culture and value system. Aligning all these elements requires effort, but is imperative for direction and consistency.
Where there are multiple objectives and goals in internal communications, correct processes and sequences need to be logically selected in the same manner that great chefs know precisely the order in which their chosen ingredients are added and blended.
The timing and duration of each specific initiative is analogous to how long each component of a great dish needs to cook for, and at what temperature.
Once completed to standard, great chefs are ready to commence their next great dish just as your firm will be ready to commence the next stage of its internal communications initiative.
And if performed correctly, stakeholders will no longer need to ask: what’s cooking, in your company again. After all, your initiatives will have ensured that they have been properly informed. Now that’s food for thought!