On Gratitude, Leadership and Hunger with
John Doherty
Before taking the title of youngest executive chef, Doherty was Waldorf Astoria’s executive sous chef. As the executive chef was retiring, it seemed natural that the person occupying the role most similar would assume the executive chef throne. ere’s a sentence not many of us can say, “I started at the Waldorf Astoria at 19.” H John Doherty, the managing $90 million in F&B sales hotel’s youngest executive chef, can, although he was 27 when he achieved this role. Preparing meals and events for heads of state and other VIPs as well as working with people older than him taught Doherty a great deal about the industry. By Alexandra Zendrian The Waldorf Astoria’s youngest executive chef shares what he learned through his quarter century career in that role and beyond
Photo Credit: Fog & Apple
it, but we did,” Doherty said of what he and his team accomplished in terms of elevating the food served to the level that made it famous years ago. A lesson in gratitude One of his first major meals as the executive chef was the United Nations’ 40th anniversary in 1985 with President Ronald Reagan hosting Margaret Thatcher and five other world leaders. While Doherty wasn’t nervous about this or any other VIP event, as he was in his zone cooking, he understood how “humbling” and “magical” these events were. At the end of the dinner, Doherty heard from the secret service that he wasn’t going to be able to be thanked by the president so he was escorted to the elevator. Once Doherty was in the elevator, the secret service person was notified to bring Doherty back. President Reagan ducked out to thank him and asked that Doherty pass along the message that his staff made a marvelous, historic meal. Three months later, Doherty reflected on the President excusing himself from such a historic and important moment to thank the people who cooked for him. “We’re never, ever too important to thank the staff who serve us,” Doherty learned that day.
A lesson in leadership
Doherty’s first day as executive chef was challenging, but not because he had never held that position before. The Local 6 union staff went on strike that day, picketing 24/7 outside of the hotel. Fortunately, as this was a forecasted strike, contingency plans had been made, including bringing in Hilton chefs from around the country and culinary students. During the five weeks of picketing, every banquet event was honored. After the five weeks of striking was completed, Doherty said it was a new beginning for everyone on the staff. Page 22 I HOSPITALITY NEWS JUNE The Chef Garde Manager, Pastry Chefs and many other senior staff members were Doherty’s father’s age. To collaborate with them, Doherty would pose his ideas and ask if they were even remotely possible. When he got a yes, he would say, “Let’s try it.” That method showed respect for their experience and position. “Sometimes, I look back and I don’t know how we did i
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