August 5, 2021 • 42 mins
Tom and Giving Kitchen co-founder Jen Hidinger-Kendrick discuss the state of mental health in the restaurant industry, how the pandemic has added pressure and hardship to some circumstances, and what Giving Kitchen does to support people in the restaurant industry. We learn how Giving Kitchen reaches food service workers, and discuss common issues affecting an industry that offers a comfort to so many.
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Episode Transcript
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Speaker 1 (00:00):
Citizen Chef is a production of I Heart Radio. It
is okay to not be okay, that's the very first thing.
I am not doing good today. I'm gonna need it.
I'm gonna need a break. I need to talk to you.
I need to take the day off. Then I think
there's opportunities for us to make sure that we're listening.
It's not just you'll be fine. Here's this it is
let's talk about it. Are you okay? Really, let's get
(00:22):
into it. Hi, I'm Tom Clickio and you're listening to
the Citizen Chef. I know, God, when I was twenty six,
I had just taken my first chef's job at Mandrean
and my father died was diagnosed with with lung cancer
(00:43):
and died shortly after. Um. Yeah, he was almost thirty
years ago, I guess thirty years ago and thirty two
years ago. UM, And I took time off, and I remember,
you know, in part part of the use. When I
first took the job, I didn't walk. I didn't want
to stay. I actually decided to leave. Um, but I
(01:03):
was still working there. A us take time off and
the time I could probably a good two months off,
and um, you know financially, I was, I was able
to to to deal with it, um. But the time
off was really crucial because I, you know, I was
helping my mother, you know, put her life back together, um,
(01:24):
and just kind of dealing with a you know, a
younger brother who was who took it really hard, and UM,
just kind of as a family just trying to deal.
And the time off was just I remember, and I
haven't thought of this in years, but just thinking back now,
having this conversation that I had that piece of mind
that I could take, I could take off, I could
spend time with my family and not really worry about it.
(01:46):
And but I have to imagine that there are so
many people who, um, you know, don't have that luxury
and two days later they're back at work and they're
really struggling. And you know, um, you know, we have
family medically back now and bereavement, so so things have
changed a bit. But the loneliness, that's something I want
(02:06):
to tease out here a little bit. Because restaurants we
were crazy hours. Um. Often when you're in the middle
of it, you're not seeing family and friends, you're not
going to family events, um, And yeah, you go home
and usually after service, you're going out and having a
few drinks and you come home and yeah, there's there's
a loans that sinks in and you're missing something. Hey,
(02:29):
there are you Tom. My name is Jenn, hiding your
Kendrick and I am one of Giving Kitchens co founders.
I am also our senior director of Community Engagement, and
I helped lead this amazing nonprofit who helps food service
workers in crisis. Giving Kitchen can step in and step
up and make sure that food service workers have a
roof over their head, the water running in, lights on
(02:49):
because we can step in and make sure that their
basic living expenses are paid in their time of crisis. So, Jenn,
welcome to the podcast. Thank you, Tom. It's a pleasure. Welcome.
You're welcome. Um so um. The Giving Kitchen started out
of the response to your husband Ryan getting getting diagnosed
with cancer, and then from that this organization just grew
(03:13):
into what we know today where uh, you're on the
front lines of take care of restaurant workers. UM, whether
it's uh, whether workers are out of work, whether they're
they're there, they have an illness, UM, whether there's a
death in the family, uh, other other things as well.
How how did you go from hearing of Ryan's UH
(03:37):
diagnosis and then from this idea of really scaling us
up to help everyone? Absolutely, and I mean you you
hit the nail on the head. We are we are
giving kitchen, We help food service workers. You know, that
is the down and dirtie. We want to make sure
that we are here to offer you know, stability and
hope UM in times of crisis to one of the
most vulnerable populations that we know. You are very very
(03:59):
familiar with UM. As you said, my late husband Ryan
hiding her you know, was diagnosed. He was he was
diagnosed December of twelve. It was actually the end of
the world, as the Mayans had predicted on December one,
twelve And I remember sitting in that on collegist's office
and a doctor just looked right at both of us
and said, you've got six months. And this was a
(04:19):
you know, a guy who had never missed a day
of work in his life, extremely well respected and loved
and UM and here we are just facing kind of
the worst moment of our lives. And the Giving Kitchen
today is eight plus years old. And so you asked
that question of you know, how how we went from
this this thought to where we are today. And obviously
that takes a ton of growth. Um, it takes a
ton of motivation and inspiration, and and we obviously couldn't
(04:42):
have done that without founding board members in our community
who really rallied behind us and the people who ignited
this forward. What we learned a long time ago when
Giving Kitchen was first born is that we started offering
financial assistance to full service restaurant workers inside Metro Atlanta,
so just this tiny little bubble um. And what we
did was we really just paid attention to the reality
(05:03):
of what existed out there in our community, which means
restaurant workers were coming and Giving Kitchen. They were asking
for help, but what they really needed was something more.
We we turned on those listening ears and we said, okay,
well what else is needed? We heard day in and
day out. I'm I'm I'm feeling depressed. I'm I'm suffering
from you know, blank addiction, or I have this this
(05:25):
this toothache that won't go away. And even though you
know help me, you know, um, pay my rent, I
still have this you know, ongoing thing. And that's really
when our Stability network was formed. So we developed years ago. UM,
this connection to community resources, whether that's locally, regionally or nationally.
And actually we have a national partner QPR question persuade
(05:46):
refer to suicide prevention training for food service workers free
across the nation. Um, but we connected food service workers,
you know, many years ago to just things that we
knew that they needed access to. So anything from mental
and physical health support, mental health counselors, doctors, legal aid,
family and social services, anything that's able to really get
(06:06):
a connector from that food service worker to that food
service worker. With direct community resources, Giving Kitchen can step
in and offer that warm referral. Give me a sort
of the typical person who who comes to your office
is looking for help. There expanded past restaurants and now
you're in enjoy all of George and Tennessee. That's exactly right.
So what's what is what is the the average you know,
(06:26):
person who comes in trying to get an idea of
the of for the listeners to understand, UM, restaurant workers,
what they're going through and where they need help, why
they need to help and UH and how they get
to Absolutely so Giving Kitchen offers financial assistance and stability
network resources to any food service worker really in America.
(06:48):
We offer financial assistance, so connecting food service workers in crisis,
whether they're suffering from an injury, an illness, the death
of a family member, or a housing disaster so a
flood or a fire. We can step in and make
sure that their rent is paid, their basic living expenses,
their utilities are covered. We also offer stability network resources
and can connect them to again community resources. UM. The
(07:10):
typical client that we see actually will come to us
online and they fill out what's what we call and
ask for help form, so you me, the food service
worker can go online, they fill out this form, it
will it will directly get them in contact with a
case manager here at Giving Kitchen, and they'll go through
this pipeline where they have to you know, they go
through a process of submitting paperwork, their statement of need,
(07:33):
doctor's notes, so and so forth. That will then get
us get them connected directly to a case manager so
we can go through the qualifying you know, uh, documentation
to to get them approved. We are seeing individuals, I
mean over the past year and a half. Of course
with COVID it's been totally different, UM, but these are
individuals who are servers and chefs and concession stand workers,
(07:55):
caterers who are are you know, facing crisis that they've
they've really never experienced before. These are you know, house fires,
These are parents losing children and and spouses. These are um,
you know, just a couple of weeks ago, we had
a family who um, you know, a wife lost her
husband and three kids were left behind. Um. You know, see,
these are these are just these are real life circumstances.
(08:18):
All of those qualifying crises come into play, not just COVID,
although I will say over the past year and a half,
you know, we saw a skyrocket amount of illness cases
come in because of COVID related cases. Okay, Um, so
it's it's you know what I find interesting. I'll jump
right into this one. Um, is that a lot of
what you provide. If we had a government that actually
(08:40):
a little more responsive in terms of child care and
healthcare and and and disaster assistance, you would you would
possibly be in a very different position place right now.
And obviously, you know, as a restaurant are I completely
understand restauranturs just jump in. We see a problem, we
jump and we don't think about how, we don't think
about why we don't think of the difficulties. We just
(09:01):
jump in. But it just seems to me that that
so much of what you're seeing every single day um
in our industry would be taken care of if we
had a more responsive government. You know, I I you know,
that's I wouldn't disagree. I think, you know, especially over
the past year and a half, we're giving Kitchen learned.
You know, at the beginning of twenty Giving Kitchen as
a nonprofit here in Georgia was getting ready to finish
(09:22):
out the third year of our three year strategic plan,
and that speak of COVID literally just opened the door
and turn the lights bright for us. We we saw
twenty times the volume of of you know, clients coming
and giving kitchen and asking for help. And what we did,
we took a step back and instead of opening our
doors to say yes to absolutely every food service worker
here in Georgia, which by the way, before COVID, there
(09:44):
was four five thousand employed food service workers in the
state of Georgia, and if we said yes to every
single one of them who were going through underemployment or unemployment,
Giving Kitchen would have failed as an organization. We had
to intern trust, our state, our federal government. It's to
step in and do something to make sure that this
industry didn't go under. And the fact of the matter
is this industry is struggling, it has been struggling, and
(10:06):
it's going to continue to struggle for a long time.
But what Giving Kitchen can promise is that when a
food service worker is affected by a crisis, those forward
qualifying crises, UM, we can step in and make sure
that they from a financial assistance perspective, they are covered
and if they need access to other resources in their community,
we will be there to help them no matter what.
So so, absolutely, during covid we did see a government
(10:29):
response and so unemployment was plussed up and that really
helped people financially UM. But what I imagine that that
you're spending a lot of time dealing with this sort
of mental health fall out from COVID UM, from not
only restaurant workers, but you know the I r C.
We're hearing stories, We're getting receiving phone calls from restauranteurs
(10:49):
that are are um suicidal to be to be honest
with you, because they are losing everything, They're seeing their
life's work go away. They're depressed because they can't take
care of their family. They can take care of the
restaurant family that can't take care of their own family. Um,
and it is pretty dire out there, even even with
the p p P and Restaurant Act money that only
really reeks probably the applicants. Um, it's it's pretty desker
(11:14):
out there. Have you seen that shift in terms of
constituents reaching out more about mental health issues? I mean,
you're speaking exactly to an area of struggle that that
is populous in our industry. I mean, what we know
is that the food service industry is the third worst
for substance abuse. It's going up. Those feelings of isolations
are you know, are are through the roof, and you
(11:36):
know has been the past year and a half. Um,
there's more people going into mental health struggles in in
you know, in general. Um. You know, what we have
been able to do is Giving Kitchen actually just launched
and maybe it was perfect timing over the past eight
months or so, it was last December, we actually just
launched our Substance Abuse Recovery Initiative, which means any food
(12:00):
service worker in Georgia and Tennessee who is undergoing an
inpatient treatment opportunity, or they're in an inpatient facility, we
will make sure that retroactively we are going and making
sure that their rent and their utilities are paid for
for the time that they're in. All they have to
do is provide some doctor you know, notes and whatnot. Um.
But that's exactly that's exactly it. I mean again, this
(12:21):
goes back to everything that we've been hearing from our
industry for so long, UM, that suicidal ideation. You know,
the restaurant food service industry is number two for suicide ideation. UM.
When Giving Kitchen was honored the James Beard Foundation Humanitarian
of the Year Award in twenty nineteen, we had the
opportunity to to have a national presence and platform to
be able to speak to what we wanted to do
(12:41):
to recognize that. And as I mentioned briefly earlier, you know,
we partnered with QPR, which is a question persuade refer
It's a suicide privinge in training online forty five minute
online class that any food service worker in the United States,
they go through Giving Kitchen. They can take this online
training for free and immediately be in power to help
a teammate if they're contemplating suicide by at least just
(13:03):
asking the right questions and guiding them and referring them
to to UM. You know, a place for help, do
you think? Yeah? When I was coming up the idea
of asking for help, uh, you were in the restaurant
industry UM starting with you know, I'm in the weeds, chef,
I need help, are UM. But then the idea of
reaching out and asking for other financial assistance are methodtal
(13:27):
health assistance was just an athemat to our industry, which
we didn't see it. Do you do you see this
younger generation that is more likely to reach out for
for that kind of help. Yeah, I love the question,
and you know that's something that I can I can
specifically relate to because that was exactly you know where
I was when my late husband and I were in
this journey ourselves. You know, we were young, he was
(13:48):
not even he passed at thirty five years old. I
was twenty nine when he was diagnosed, and we were
those two people who did not want to. I mean,
our pride was right there. We're young, we're ambitious, we're motivated,
we don't need help, And it was literal, really this
industry who said, let us help you, and it just
that was the trigger moment for us. And that is
still you know that that feeling of pride and whatnot.
Um is it's a it's a it's a brick wall
(14:11):
a lot of times for for young people. I think
what's amazing is what's been created over the past several
years from other restaurant industry leaders who are focusing on
mental health and awareness and recovery initiatives. Patrick mulvady, which
I got your back. I mean, they have that purple
heart that's tattooed all the chef coats, you know, and
anybody who sees that it knows that there are trusted
(14:31):
source you can go in and say, hey, how are
you doing, Really, let's take a little bit of time
to talk about your mental health. Obviously with Zia Shake
in restaurant hour after hours in New York, I mean
they're they're focusing on mental health resources thins friends with
Steve Palmer and degrees over there, they're you know, focusing
on substance abuse and alcoholism and whatnot. And again it's
knowing that we've got resources available to make sure that
(14:52):
these food service workers in general know that there's somebody
else out there. UM. I mean the reality is again
is that this industry, it's like you said, this is
one of those industries that we've grown up knowing or
I should say grown up kind of going into it.
Having to really check your feelings at the door and
turn your own personal you know, emotions off in order
(15:12):
to help somebody else. That's what's beautiful about this industry too.
It's what that's what the kind of this gray gray area. Um,
but that's exactly it. It's you know, it's understanding how
to blend that I'm here, I'm a human. It's personal
for me to with the service and the hospitality kind
of celebration moment that we give a day in a
day of we'll be back with more citizens. Chef, tell
(15:41):
me about what's happening. Um uh. You know, with the
chef who's feeling lonely and isolated, how do you help
that person or have you thought of are you offering
any any training sessions for chefs to actually be a
little more aware what's happening in their kitchens. I when
I was clicking on Sons, we had one of our
cooks who committed suicide. Um, we had no idea. Did
(16:02):
not see this coming. Was was shocked. UM and I'm
just you know, which there you know, thinking to myself,
what did I miss something? Um? Could I could I
refer her to resources to prevent this? And UM, are
there any trainings that you think that that that chefs
are are restaurant managers, restaurant owners can use to actually
(16:22):
get in front of a crisis, you know, I mean
that's actually something that Giving Kitchen is working on. From
a kind of a process standpoint. There are you know,
there's not every single small you know or independent restaurant
or food service you know establishment has HR policies in place. UM.
So that is something that we are working on as
an organization to develop those kind of protocols UM and
(16:44):
and policies and procedures that we can pass off. Knowing
that again HR and that department is is sometimes expensive
or just you know, it's just something that somebody doesn't have. UM.
But more so than anything, what we're doing is building
a robust network in the areas that we serve. Two again,
direct people to those UM, you know, community resources. So
I mentioned a few others like Ben's Friends or restaurantant
(17:05):
for Hours or I got you back, or again any
sort of mental health counselor that we have connections to. Uh,
that's kind of the opportunity that we have to help
help those chefs and restaurateurs out there. Typically, how how
long when you see someone in crisis? Topically, how long
are they going through crisis? How how how long are
you helping? So kind of twofold, you know, I guess
you could. I could argue that I'm still going through
(17:25):
a crisis and my husband, you know, my and you
you know, But I think from from that standpoint, and
that's and that's kind of another discussion there too. But
from the point in a food service worker coming to
Giving Kitchen and asking for help and receiving financial assistance
or a resource is typically less than two weeks. There
are many times that when we are faced with an
(17:46):
eviction issue, UM, you know, we can help within twenty
four to fourty eight hours. And I will say that
nearly seventy five percent of the financial assistance clients that
Giving Kitchen serves say that we helped prevent an eviction
from a current How long? How long can you provide
support to someone? You know? We we can provide support, um,
Every six months if there is an emergency crisis, you know,
(18:08):
something like that. So we really are intended to kind
of step in from that emergency standpoint, that crisis standpoint.
Chronic issues is not something that we necessarily cover outside
of being able to offer a stability network resource. So again,
we've partnered with countless of individual service providers, so even
you know, doctors or again those mental health counselors or
um again, any sort of connection to legal aid services
(18:30):
that we can UM for for those individuals who may
need more long term help. That's really when the stability
network through Giving Kitchen is more of a priority. All right,
I mean, obviously this you're working in Georgia, working in Tennessee.
There's other organizations, but this is a I would imagine
a need across the country whichever you know, Do you
foresee a time when organizations like yours and others can
(18:54):
come together and provide a national UM network and crisis
hotline that's funded by the industry, My goodness, I hope so? Right?
I would is that is that a goal? Is that?
Is that something you're working forward? You know, Giving Kitchen's
goal right now is to be a Southeastern regional agency
over the next few years. Um. You know, we scratched
everything that we thought was Giving Kitchen last year. In fact,
(19:16):
there was a serious time where we didn't know if
Giving Kitchen would exist last year and and and strongly
asked ourselves the question are we even needed for this industry?
And we we came out saying absolutely, um, you know
for us being a household name and being a national agency. Uh.
You know the American Red Cross for for food service workers.
(19:39):
You know, we are giving we helpful service workers. I
mean that that is our intention. I think we're not
going to get anywhere if we're not willing to you know,
team up with other organizations and nonprofits doing really good work.
I will say, you know, Giving Kitchen does not a
pay to play opportunity. You know, if Giving Kitchen food
service workers coming to Giving Kitchen, We're not asking for
anything back. Maybe here our story, maybe be an advocate
(19:59):
for somebody else us, UM, but you know what we
want to do is be able to empower um and
offer you know, opportunities for food service workers to get
back on their feet or get back into their you know, um,
you know, the owner of the restaurant to get back
then back on their feet. I mean, this isn't just
about the employees, this is really anybody in food service. UM.
If we can be a part of that you know,
discussion to and that it means that we become a
(20:22):
little less needed, then I guess there we go. UM,
what are you talking about? What's what's needed? What do
you what do you think it is needed? So you
see fewer people? What? What? What is going on in
our industry that you think could could make the biggest
effect of fact on our industry where people aren't in
a position where they have to come to What could
stabilize it? Is? It? Is it unemployment going up to
(20:44):
fifteen dollars an hour nationally? UM? Is obviously healthcare, childcare,
all of those those other things. UM, But what would
make the biggest difference? You know? I I don't know,
I don't know. I think it's you know that we're
we're definitely a stopgap, I know. I mean I I
have an eighteen month old, so I'm going through the
whole childcare thing myself. My husband was and was in
(21:05):
the food service industry pre pandemic and has been out since.
And uh, is you know going into another field after this?
I think you know all this is what I know
for sure is that the food service industry UM is
going to need each other. This is an industry that
cannot be automated, should never be automated. UM. You know
(21:26):
this is you know, one in four Americans have worked
in food service. So this is something that we have
this kind of gut connection to. We want to be
in this you know, place of celebration UM. So I
think we as people just gravitate towards that. I do
think that you know, the focus on taking time for
yourself UM. Maybe similarly to the way that you know
(21:48):
our corporate America does, you know, taking lunch hours and
you know, following character hours and just again taking go
outside and take a break. Those are UM kind of
wholesale philosophy the type changes that I think this industry
needs to be empowered by UM and start to practice
UM in order for this industry just feel healthier and
(22:10):
to look healthy all the way around. One thing we're
kicking around, we're getting close to to pulling the trigger
on it. We just need to hire more people to
make it work. And that's going for to a four
day work week in the back house because my cooks
have to work ten hours a day, mostly scheduling for eight,
they end up working nine or ten. They can't get
the work on And that's fine. And I used to
schedule ten hours five days a week, but it actually
(22:34):
it just makes sense. And every time, you know, I
sit down with the chefs and managers and and look
at the scheduling, it makes sense from a scheduling standpoint,
you know, and then you have three days off and
so the because we we it's no secret that kitchens
are intent. Um, even kitchens that you know. I just
opened up this rotary and next door to craft. It's
(22:54):
a it's in our private dining room and it's really casual.
I was cooking three four nights a week on the
line and having fun with with with the cooks and
it was a blast. But it was still pressure. Um.
You know, it was a lot less intense than some
of the other kitchens that I that I've run, but
this was it's but it's still there's pressure to get
food out. There's still pressure to get the station set up.
Um it's not you know, you don't have someone screaming
(23:18):
at you, um, but it's it's uh, it's still it's
still pressure. And I think four days a week of
dealing with that kind of pressure. I think three days
of having an outlet to to you know, again, take
care of yourself. You have more time to take care
of yourself, um, and find other things that are gonna
make you happy. Um. And then listen, if you choose
(23:38):
to work two days to two of those days somewhere
else to to to to you know, make more money,
that's fine, your slive a day off. I don't know
if if the if our if our industry would ever
would ever go there, but it seems to me in
the corporate world more and more people are talking about it.
So I mean it's actually something that giving kitchen practices,
we do what we call summer Fridays, and so for
us as an agency, kind of rule is that, you know,
(24:00):
if you feel like you're in a really good place,
treat Fridays as your three day weekend and take take
that mental health break, go do a vacation with your family,
or use it to be you know, have that be
the cultivation day and go have all your coffee and
your lunches out or whatever it might be. But I
will I will say, you know, um, there there is
something to it. I mean, it's there's something to just
a obviously starting at the top and making sure that
(24:22):
you're practicing what your hope is or what you're preaching,
you know, so to speak. That if you're going to
take some time away, make sure you're getting outside, take
a deep breath, drink water, you know, show your staff
that you love them in other ways than just maybe
with alcohol or you know, you know, those types of
extracurricular activities with you know that may lead to to
that discussion. Um. But yeah, those are small things that
(24:45):
us as a nonprofit are practicing. Um. And you know,
if it if it doesn't feel good and we feel
like we can't do it, then we just have a
quiet day and we work an email. Yeah. You know.
We we eliminated staff drinks a while ago. Um uh yeah,
that kind felt like we were encouraging people to drink.
Maybe not a good idea. Um. We also got rid
of all of our holiday parties for other reasons because
(25:06):
it was usually uh several people need to be fired
for sexual harassment the day after. Um, so we we
got we got rid of those two. Um. Yeah, it's
it's you know a lot of times are we started
doing is is we actually did a party I think
two years ago. We just gave out drink tickets and
after we had three and that was um and then
(25:28):
and then the establishment they weren't allowed to take cash,
so we just monitored that way. But it's it does
seem like we're adding fuel to the fire by by
constantly putting people a position where drinking becomes part of
the social you know, part part of being social. Um.
And so someone who who is possibly doesn't want to
drink are looking to cut back. Um they feel I can't.
(25:50):
It's there's a there's a pressure to to you know,
drink and have a good time and go out and
drive really hard. And I think, uh, um, to me,
I just felt like, you know, or why why continue this?
It doesn't make a whole lot of sense, um in
terms of suicide prevention. UM. When we see people you know,
(26:12):
obviously the Kanthony boarding who seems to have everything going on,
you know, I imagine the cook out there saying, you know, what,
what what chance do I have? UM? When I'm depressed, Um,
I'm feeling like I don't want to go to work, UM,
feeling like you know, it's it's just never gonna work
out and then I see someone who you know, everyone
held up. This is such a huge figure in our industry.
(26:35):
You know, um, you know what chance do they have?
First of all, it's so hard. All I will say,
and I'm a true believer in this, it is okay
to not be okay. Yeah, we have got to own
up to that, don't we We have to, And it does.
That starts at the very very top. When you talk
(26:55):
about pride and you talk about wanting to care for others,
and you who are actively doing that in this industry,
you are literally feeding and nourishing someone's soul. It is
okay to not be okay. And that is the very
first That's the very first thing. I am not doing
good today. I'm gonna need it. I'm gonna need a break,
I need to talk to you, I need to take
(27:16):
the day off. I hope that you have someone within
that organ within your organization who's going to recognize that.
And if they don't, then then I think there's opportunities
for us to make sure that we're listening and that
we offer the resources to those individuals, because that's that
is really truly at the end of the day. Um,
I think we're really going to start. It's not just hey,
you're gonna you'll you'll be fine. Here's this it is
(27:36):
let's talk about it. Are you okay? But really, let's
get into it right. So it's it's it's about restaurants,
restaurant ors just being proactive as opposed to waiting for
someone to come and say I have a problem, saying
please come to us, we're open, we're here, and talk
about it, you know, to really talk about you know,
these issues that we all don't want to talk about.
(27:57):
Um and providing that platform, providing that that say space
where people to actually come in and and and tap
out if they have to that I need a break
making making that okay. I mean, and you know I
can hear people on the other side of this listening
to this, and the restaurant businesses, well, financially we can't
do that. They're always gonna say that, Um, financially, you
probably didn't think you'd be able to provide what you're providing,
(28:19):
you know, five years ago. Um, you make it work.
And I also think that if now you know it
used to be I mean I literally had had years
ago when I was a grandmar teacher haven't had coakes
quit because they felt I wasn't yelling enough. I had
a young guy said to me, you just don't seem
to care. You're not screaming at people, that's what you're
(28:42):
looking for. You're wrong, You're in the wrong place. Maybe
you should leave UM and you know, but there is
there is that it seems to be changing a bit,
but there always has been that feeling that that you're
expecting the kitchen to be a certain way. You know,
you're you're you're you're coming out of culinary school and
all you're hearing are the war stories, and so you feel,
(29:06):
you know, if you're not living through that war, well
then clearly you're missing out on something here. UM. And
And yet our industry is rapidly changing, and I don't
think it's because of of a lack of commitment on
some of these young cooks part. I think they really
care about food, and care about the industry and care
about hospitality. They just don't want to go through the wars.
(29:27):
And so it's either our industry starts changing. Are the
restaurants that don't change, I think are going to get
a reputation for not caring. And they're gonna have a
hard time staffing. Yeah, and I think that's what's really
gonna you know, listen, because everybody's you know, very quick,
well how can we do? These things are gonna cost money,
(29:49):
What's gonna cost you a lot more if you don't.
And that's what that's the tipping point, right exactly. I
mean we we some of us grew up you know,
in families who you know, their parents were you know,
had had a big local core and you know that
was the way to you know and induce fear and whatnot.
And some families didn't, and they gathered around the table
every night and there was game nights and all of
those things. But there is you know, I think from
(30:11):
a longevity perspective and a wholesale change it for you know,
speaking philosophically, is that you know, what's really going to
get in, what people are going to really naturally gravitate
to and and kind of stick with, is when somebody
is actually there with open arms and willing to engage
and actually listen and you know, really actively listen and
(30:34):
to take a step back because the moment I think
I would agree to, like, you know, if that yelling
is that's so finite of a moment. But it's that
actors listening and that really taking in and then that
pursuit of help, whatever that road might look like, is
really going to change somebody's kind of um, you know,
well being or or perspective. Um. And I think that
that's going to take a lot more strength, um than
(30:56):
I think the alternative and weakness format. It's you know,
I'm just thinking back to UM. I had a woman
to work for me who was who was going through
a problem with addiction. And she she was you know,
(31:17):
really great and working a few of my places, and
she was struggling, and uh, I took her. I took
her aside and said, you need help, and I actually,
through some friends, UH found found a place for her
to go. And um, she got she came out the
other side. She's clean, she's sober, she's working right now
and uh um and every having then I hear from
(31:39):
her and uh. But you know, for me, it's interesting
because there was a lot of pressure in my organization
just to cut her loose, because it didn't start off
where she was addicted, started off of her calling out,
are showing up late, are clearly being you know, just
not ready for work. Um and you know, there was
(32:00):
a point that I could very easily say, you know
what you're, you're you're and she worked way up to
a su chef, you know you're you're slacking off and
I gotta let you go. But for me, it was
more about so I'm not gonna you know, I had
a I had a sense if I had done that,
she made been a casualty and and um and I
don't know if it comes from just not being in
(32:21):
the weeds in my restaurant anymore. You know, I'm not
in there, you know, purchasing, scheduling, hiring, firing, expediting every night.
I'm I'm too old for that actually, so um and
So I don't know whether it was because I was
able to take a step back and look at what
was going on as opposed to reacting, because I don't
know if my younger chef would have done that, my
(32:42):
younger self would have done that. Um and and I'm
not sure why I chose this time to do it,
but there was there was something that was maybe because
you know, every time and listen, it's you don't have
favorite employees, but every now and then you end up
working with someone and you just kind of it meshes,
(33:05):
it works, and you know, um, you know, I don't
know what I think. Again, that's why I'm trying to
think about what, um, what science that I saw to
have me and take a deeper interest as opposed to
just kind of writing it off and you know, again
thinking thinking of it now, well, how how do you
(33:27):
institute that? How do you how do you make sure
that becomes the practice that becomes norm How is that written?
And we do have an HR group, you know, HR
team in our restaurants, but how do you write that
in I don't I don't know. It's actually I think
that's a great question and something that is hard to
pin which is exactly what you're doing right now. A
You're smart, you have a you have a gut instinct.
(33:49):
So first of all, just know that you're human and
that you are, like you said in the weeds, day
in and day out with these individuals. I was not there, obviously,
but I am sure that there is something that just
red flag for you that just sat in the pit
of your gut and always trust. That is something that
I've learned. And also reality is is that if from
the top down we are actively engaging with our employees
(34:11):
for five minutes once a week and sending them, taking
them outside of the kitchen or the floor, and taking
them outside on the patio and say I want to
sit with you and ask you how you were doing? Really,
how are you doing? Take a pause, and actually engage
with them in that way. Obviously you're building some sort
of a rapport and built on trust. And if you're
(34:32):
doing that actively weekend and week out, then those gut
instincts will come to us more naturally. And I think
thus in turn, I mean again, we know that suicide
is extremely prevalent in this industry. And um, I mean,
look at you. I would say thank you for for
following your gut and and taking some action there, because
you probably helped save some lives and so I spotted it.
(34:55):
But how do you can you train that? That's how
do you get that gut to where it becomes practice
as opposed too I got lucky, um, and putting it
into into practice where it's actually not just written in
a manual somewhere with actual practice. That's exactly right. I
mean you, I mean, I think it's really great to
have policies and procedures and you ask your employees to
read it and you sign the book, but not doing
an actual check in from management down. I mean that's
(35:16):
could be many people. Well then, I mean even outside
of staff meeting, like I get staff and like family meal.
Family mail is an amazing opportunity for many of our
restaurant tours to engage with their staff if they don't
have those five minutes you know, every week or every
other week or whatever. But like you have to develop
those types of tactics to just be humans with each
other in order to really see anything that's on the
(35:36):
other side. Right, So yeah, so we go over the
reservation book, we go over specials, we go over service issues,
and we go over mental health. Yes, exactly, exactly, that
should be a part of the agent. You go. You
probably talk about your guests more than anything else about
the guests coming. Probably they are then about yourselves, and
that's backwards. So yeah, I guess I guess that that
(35:57):
is backwards. You know. We always in there, you know, yeah,
I mean we we always talk about how we put
our our our workers first, even before the gusts um
and you know, the idea that we if we treat
our our workers poorly, how can we ask them to
go out and treat our guests, you know, hospitable. Um,
And I guess it's just going a little deeper. You know,
the paradigm of of what taking care is really needs
(36:18):
to change. It sounds like, you know, we think about
taking care of someone by giving them a pep talk
when they need it, and and uh, you know, maybe listening.
I mean I've you know, listen to people have written,
you know, giving people loans and things like that. Maybe
it's a little more. Maybe it's it's really checking in
past that and saying, okay, if you're if you're going
through financially a hard time, if you're going through a
(36:41):
difficult time because uh, you've lost the you know, parents
are are the relative. Um, what is it doing to you?
Not just that you did it you're living through, but
now that what what effect is it having on you?
Because we know it does. I mean, for for me personally,
it has kind of changed just my outlook on humanity
(37:02):
and my perspective and just the way that I kind
of go through my day. I really, um, I mean
personally also but also obviously professionally because this is literally
what I kind of live, eat and breathe all day,
all night, seven days a week. Um. Is I leave
with gratitude and I just know that my I very
often say that this community who rallied behind my late
(37:23):
husband and myself eight plus years ago, helped change his
life and it ultimately saved mine because he ended up
passing away. And there were many times where I did
not want to wake up. Sure I was on the
bathroom floor sobbing hysterically and thank god I had dogs
at home right well, I mean for real, like, because
if there was nothing there, I don't know, Like I
(37:43):
there was a lot that and there is a lot
that will just that people can succumb to because it
is painful, It is hard, it is very hard. Um.
And again for me, there was there was just the
right amount of individuals out there who willing to listen
to me speak UM and get it off my chest
(38:03):
because I knew I wasn't okay and I got through
it day after day after day. UM. And I am
you know I'm not. I'm not the only one out
there who's been through pain. You know, many all must have, UM,
But I am one individual who can't speak to it
that UM. You know, you can get on the other
side and live with it. So Jen, for the For
the person out there listening to this podcast, how do
(38:25):
they get in touch with you? Please just go to
Giving Kitchen dot org. If you are a food service
worker in need or know someone who is, please ask
for help. There is a form on our website. It's
super easy to fill out. If you're looking for ways
to give, please feel free to do that as well.
We will always take anyone sharing the work that we do,
(38:46):
sharing our mission, spreading the word um, contributing financially if
you can. But everything can be found at giving Kitchen
dot org or follow us on social at Giving Kitchen.
The work that you're doing is is is a therapeutic?
And how is it? How you cope to I am
one of those. I am a strong advocate for therapy. UM.
(39:06):
I see a therapist actually every once in a while
still when I really needed it often and back in
the years, I would go once a week, I mean
for years and years and years. UM. So I'm a huge,
huge proponent of that. UM. I cope by being able
to do this with people like you in my community,
National stages, local stages again really just sharing a very
personal account to why this nonprofit exists and in turn
(39:30):
being able to share other stories of food service workers
that we have helped and who have told us that
we have you know, been able to help change their lives.
I am a testament to it because it happened to me. Um,
and that is is quite literally what propels me for
I think we can enter right there. Um. Yeah, this
is this is this is the work that you're doing.
(39:52):
Is is great and uh unfortunately it took a real
tragedy to to to get you here. Um And but
you know, I guess I guess it. It take comfort
in realizing that things happened for reasons, and uh, you
know it's I appreciate that Ryan on a very in
(40:14):
that very first fundraiser that was put on for us
to help us through that final year, he actually stood
on stage in front of it during fifty people and
said that what he was given this moment was a
gift and that you know, cancer was just a part
of his journey and he knew long before his closest
family members and loved ones that he probably wasn't going
(40:34):
to make it, and he changed that. He changed, you know,
the course of food service for a long time. Changed
a lot of lives in the process. Yeah, for for
so many people. Yeah, I really appreciate you. Thank you
very very much. Thank you. Listen, this happens in so
many industries, but there's no one there to help. This
is the failure of our government because so many of
(40:56):
these things that you have provided. And I come at
this from, you know, being an anti hunger advocate, you know,
after my wife made the film A Place at the Table.
I mean, the thesis was that we can end hunger
if our government just actually decided they wanted to. And
what's one decent outcome of COVID is that we cut
poverty in half over the last you know, couple of
(41:18):
months because of the robust response. And this is where
I think that grants from the government and so instead
of the government actually trying to do all of this,
just reach out to the organizations are doing a great
job and grant them money to continue to do their
jobs so they don't have to do fundraisers. Because someone's
mental health, uh, someone's uh, whether or not they're going
(41:41):
to stay in there in their home or not shouldn't
be dependent on someone's large s. This is where I
get frustrated because it seems that you can have this
idea where government should do very little, but on the
other hand, who is going to do it? Because they're
still need. You can completely, you know, put ahead in
the sand and pretend nothing's happening, but the need is
there and it's not going to go away. So until
(42:03):
until then, um, we're just happy, lucky, um, unfortunate to
have someone like giving kitchen to step in. Citizen Chef
is executive produced by Chris brasciotis produced by Gabby Collins,
and there's always a special thanks to replace the table.
Citizen Chef has a production of I Heart Radio. For
(42:25):
more podcasts like this, visit the I Heart Radio app,
Apple podcast, or wherever you get your favorite shows.
Citizen Chef is a production of I Heart Radio. It
is okay to not be okay, that's the very first thing.
I am not doing good today. I'm gonna need it.
I'm gonna need a break. I need to talk to you.
I need to take the day off. Then I think
there's opportunities for us to make sure that we're listening.
It's not just you'll be fine. Here's this it is
let's talk about it. Are you okay? Really, let's get
(00:22):
into it. Hi, I'm Tom Clickio and you're listening to
the Citizen Chef. I know, God, when I was twenty six,
I had just taken my first chef's job at Mandrean
and my father died was diagnosed with with lung cancer
(00:43):
and died shortly after. Um. Yeah, he was almost thirty
years ago, I guess thirty years ago and thirty two
years ago. UM, And I took time off, and I remember,
you know, in part part of the use. When I
first took the job, I didn't walk. I didn't want
to stay. I actually decided to leave. Um, but I
(01:03):
was still working there. A us take time off and
the time I could probably a good two months off,
and um, you know financially, I was, I was able
to to to deal with it, um. But the time
off was really crucial because I, you know, I was
helping my mother, you know, put her life back together, um,
(01:24):
and just kind of dealing with a you know, a
younger brother who was who took it really hard, and UM,
just kind of as a family just trying to deal.
And the time off was just I remember, and I
haven't thought of this in years, but just thinking back now,
having this conversation that I had that piece of mind
that I could take, I could take off, I could
spend time with my family and not really worry about it.
(01:46):
And but I have to imagine that there are so
many people who, um, you know, don't have that luxury
and two days later they're back at work and they're
really struggling. And you know, um, you know, we have
family medically back now and bereavement, so so things have
changed a bit. But the loneliness, that's something I want
(02:06):
to tease out here a little bit. Because restaurants we
were crazy hours. Um. Often when you're in the middle
of it, you're not seeing family and friends, you're not
going to family events, um, And yeah, you go home
and usually after service, you're going out and having a
few drinks and you come home and yeah, there's there's
a loans that sinks in and you're missing something. Hey,
(02:29):
there are you Tom. My name is Jenn, hiding your
Kendrick and I am one of Giving Kitchens co founders.
I am also our senior director of Community Engagement, and
I helped lead this amazing nonprofit who helps food service
workers in crisis. Giving Kitchen can step in and step
up and make sure that food service workers have a
roof over their head, the water running in, lights on
(02:49):
because we can step in and make sure that their
basic living expenses are paid in their time of crisis. So, Jenn,
welcome to the podcast. Thank you, Tom. It's a pleasure. Welcome.
You're welcome. Um so um. The Giving Kitchen started out
of the response to your husband Ryan getting getting diagnosed
with cancer, and then from that this organization just grew
(03:13):
into what we know today where uh, you're on the
front lines of take care of restaurant workers. UM, whether
it's uh, whether workers are out of work, whether they're
they're there, they have an illness, UM, whether there's a
death in the family, uh, other other things as well.
How how did you go from hearing of Ryan's UH
(03:37):
diagnosis and then from this idea of really scaling us
up to help everyone? Absolutely, and I mean you you
hit the nail on the head. We are we are
giving kitchen, We help food service workers. You know, that
is the down and dirtie. We want to make sure
that we are here to offer you know, stability and
hope UM in times of crisis to one of the
most vulnerable populations that we know. You are very very
(03:59):
familiar with UM. As you said, my late husband Ryan
hiding her you know, was diagnosed. He was he was
diagnosed December of twelve. It was actually the end of
the world, as the Mayans had predicted on December one,
twelve And I remember sitting in that on collegist's office
and a doctor just looked right at both of us
and said, you've got six months. And this was a
(04:19):
you know, a guy who had never missed a day
of work in his life, extremely well respected and loved
and UM and here we are just facing kind of
the worst moment of our lives. And the Giving Kitchen
today is eight plus years old. And so you asked
that question of you know, how how we went from
this this thought to where we are today. And obviously
that takes a ton of growth. Um, it takes a
ton of motivation and inspiration, and and we obviously couldn't
(04:42):
have done that without founding board members in our community
who really rallied behind us and the people who ignited
this forward. What we learned a long time ago when
Giving Kitchen was first born is that we started offering
financial assistance to full service restaurant workers inside Metro Atlanta,
so just this tiny little bubble um. And what we
did was we really just paid attention to the reality
(05:03):
of what existed out there in our community, which means
restaurant workers were coming and Giving Kitchen. They were asking
for help, but what they really needed was something more.
We we turned on those listening ears and we said, okay,
well what else is needed? We heard day in and
day out. I'm I'm I'm feeling depressed. I'm I'm suffering
from you know, blank addiction, or I have this this
(05:25):
this toothache that won't go away. And even though you
know help me, you know, um, pay my rent, I
still have this you know, ongoing thing. And that's really
when our Stability network was formed. So we developed years ago. UM,
this connection to community resources, whether that's locally, regionally or nationally.
And actually we have a national partner QPR question persuade
(05:46):
refer to suicide prevention training for food service workers free
across the nation. Um, but we connected food service workers,
you know, many years ago to just things that we
knew that they needed access to. So anything from mental
and physical health support, mental health counselors, doctors, legal aid,
family and social services, anything that's able to really get
(06:06):
a connector from that food service worker to that food
service worker. With direct community resources, Giving Kitchen can step
in and offer that warm referral. Give me a sort
of the typical person who who comes to your office
is looking for help. There expanded past restaurants and now
you're in enjoy all of George and Tennessee. That's exactly right.
So what's what is what is the the average you know,
(06:26):
person who comes in trying to get an idea of
the of for the listeners to understand, UM, restaurant workers,
what they're going through and where they need help, why
they need to help and UH and how they get
to Absolutely so Giving Kitchen offers financial assistance and stability
network resources to any food service worker really in America.
(06:48):
We offer financial assistance, so connecting food service workers in crisis,
whether they're suffering from an injury, an illness, the death
of a family member, or a housing disaster so a
flood or a fire. We can step in and make
sure that their rent is paid, their basic living expenses,
their utilities are covered. We also offer stability network resources
and can connect them to again community resources. UM. The
(07:10):
typical client that we see actually will come to us
online and they fill out what's what we call and
ask for help form, so you me, the food service
worker can go online, they fill out this form, it
will it will directly get them in contact with a
case manager here at Giving Kitchen, and they'll go through
this pipeline where they have to you know, they go
through a process of submitting paperwork, their statement of need,
(07:33):
doctor's notes, so and so forth. That will then get
us get them connected directly to a case manager so
we can go through the qualifying you know, uh, documentation
to to get them approved. We are seeing individuals, I
mean over the past year and a half. Of course
with COVID it's been totally different, UM, but these are
individuals who are servers and chefs and concession stand workers,
(07:55):
caterers who are are you know, facing crisis that they've
they've really never experienced before. These are you know, house fires,
These are parents losing children and and spouses. These are um,
you know, just a couple of weeks ago, we had
a family who um, you know, a wife lost her
husband and three kids were left behind. Um. You know, see,
these are these are just these are real life circumstances.
(08:18):
All of those qualifying crises come into play, not just COVID,
although I will say over the past year and a half,
you know, we saw a skyrocket amount of illness cases
come in because of COVID related cases. Okay, Um, so
it's it's you know what I find interesting. I'll jump
right into this one. Um, is that a lot of
what you provide. If we had a government that actually
(08:40):
a little more responsive in terms of child care and
healthcare and and and disaster assistance, you would you would
possibly be in a very different position place right now.
And obviously, you know, as a restaurant are I completely
understand restauranturs just jump in. We see a problem, we
jump and we don't think about how, we don't think
about why we don't think of the difficulties. We just
(09:01):
jump in. But it just seems to me that that
so much of what you're seeing every single day um
in our industry would be taken care of if we
had a more responsive government. You know, I I you know,
that's I wouldn't disagree. I think, you know, especially over
the past year and a half, we're giving Kitchen learned.
You know, at the beginning of twenty Giving Kitchen as
a nonprofit here in Georgia was getting ready to finish
(09:22):
out the third year of our three year strategic plan,
and that speak of COVID literally just opened the door
and turn the lights bright for us. We we saw
twenty times the volume of of you know, clients coming
and giving kitchen and asking for help. And what we did,
we took a step back and instead of opening our
doors to say yes to absolutely every food service worker
here in Georgia, which by the way, before COVID, there
(09:44):
was four five thousand employed food service workers in the
state of Georgia, and if we said yes to every
single one of them who were going through underemployment or unemployment,
Giving Kitchen would have failed as an organization. We had
to intern trust, our state, our federal government. It's to
step in and do something to make sure that this
industry didn't go under. And the fact of the matter
is this industry is struggling, it has been struggling, and
(10:06):
it's going to continue to struggle for a long time.
But what Giving Kitchen can promise is that when a
food service worker is affected by a crisis, those forward
qualifying crises, UM, we can step in and make sure
that they from a financial assistance perspective, they are covered
and if they need access to other resources in their community,
we will be there to help them no matter what.
So so, absolutely, during covid we did see a government
(10:29):
response and so unemployment was plussed up and that really
helped people financially UM. But what I imagine that that
you're spending a lot of time dealing with this sort
of mental health fall out from COVID UM, from not
only restaurant workers, but you know the I r C.
We're hearing stories, We're getting receiving phone calls from restauranteurs
(10:49):
that are are um suicidal to be to be honest
with you, because they are losing everything, They're seeing their
life's work go away. They're depressed because they can't take
care of their family. They can take care of the
restaurant family that can't take care of their own family. Um,
and it is pretty dire out there, even even with
the p p P and Restaurant Act money that only
really reeks probably the applicants. Um, it's it's pretty desker
(11:14):
out there. Have you seen that shift in terms of
constituents reaching out more about mental health issues? I mean,
you're speaking exactly to an area of struggle that that
is populous in our industry. I mean, what we know
is that the food service industry is the third worst
for substance abuse. It's going up. Those feelings of isolations
are you know, are are through the roof, and you
(11:36):
know has been the past year and a half. Um,
there's more people going into mental health struggles in in
you know, in general. Um. You know, what we have
been able to do is Giving Kitchen actually just launched
and maybe it was perfect timing over the past eight
months or so, it was last December, we actually just
launched our Substance Abuse Recovery Initiative, which means any food
(12:00):
service worker in Georgia and Tennessee who is undergoing an
inpatient treatment opportunity, or they're in an inpatient facility, we
will make sure that retroactively we are going and making
sure that their rent and their utilities are paid for
for the time that they're in. All they have to
do is provide some doctor you know, notes and whatnot. Um.
But that's exactly that's exactly it. I mean again, this
(12:21):
goes back to everything that we've been hearing from our
industry for so long, UM, that suicidal ideation. You know,
the restaurant food service industry is number two for suicide ideation. UM.
When Giving Kitchen was honored the James Beard Foundation Humanitarian
of the Year Award in twenty nineteen, we had the
opportunity to to have a national presence and platform to
be able to speak to what we wanted to do
(12:41):
to recognize that. And as I mentioned briefly earlier, you know,
we partnered with QPR, which is a question persuade refer
It's a suicide privinge in training online forty five minute
online class that any food service worker in the United States,
they go through Giving Kitchen. They can take this online
training for free and immediately be in power to help
a teammate if they're contemplating suicide by at least just
(13:03):
asking the right questions and guiding them and referring them
to to UM. You know, a place for help, do
you think? Yeah? When I was coming up the idea
of asking for help, uh, you were in the restaurant
industry UM starting with you know, I'm in the weeds, chef,
I need help, are UM. But then the idea of
reaching out and asking for other financial assistance are methodtal
(13:27):
health assistance was just an athemat to our industry, which
we didn't see it. Do you do you see this
younger generation that is more likely to reach out for
for that kind of help. Yeah, I love the question,
and you know that's something that I can I can
specifically relate to because that was exactly you know where
I was when my late husband and I were in
this journey ourselves. You know, we were young, he was
(13:48):
not even he passed at thirty five years old. I
was twenty nine when he was diagnosed, and we were
those two people who did not want to. I mean,
our pride was right there. We're young, we're ambitious, we're motivated,
we don't need help, And it was literal, really this
industry who said, let us help you, and it just
that was the trigger moment for us. And that is
still you know that that feeling of pride and whatnot.
Um is it's a it's a it's a brick wall
(14:11):
a lot of times for for young people. I think
what's amazing is what's been created over the past several
years from other restaurant industry leaders who are focusing on
mental health and awareness and recovery initiatives. Patrick mulvady, which
I got your back. I mean, they have that purple
heart that's tattooed all the chef coats, you know, and
anybody who sees that it knows that there are trusted
(14:31):
source you can go in and say, hey, how are
you doing, Really, let's take a little bit of time
to talk about your mental health. Obviously with Zia Shake
in restaurant hour after hours in New York, I mean
they're they're focusing on mental health resources thins friends with
Steve Palmer and degrees over there, they're you know, focusing
on substance abuse and alcoholism and whatnot. And again it's
knowing that we've got resources available to make sure that
(14:52):
these food service workers in general know that there's somebody
else out there. UM. I mean the reality is again
is that this industry, it's like you said, this is
one of those industries that we've grown up knowing or
I should say grown up kind of going into it.
Having to really check your feelings at the door and
turn your own personal you know, emotions off in order
(15:12):
to help somebody else. That's what's beautiful about this industry too.
It's what that's what the kind of this gray gray area. Um,
but that's exactly it. It's you know, it's understanding how
to blend that I'm here, I'm a human. It's personal
for me to with the service and the hospitality kind
of celebration moment that we give a day in a
day of we'll be back with more citizens. Chef, tell
(15:41):
me about what's happening. Um uh. You know, with the
chef who's feeling lonely and isolated, how do you help
that person or have you thought of are you offering
any any training sessions for chefs to actually be a
little more aware what's happening in their kitchens. I when
I was clicking on Sons, we had one of our
cooks who committed suicide. Um, we had no idea. Did
(16:02):
not see this coming. Was was shocked. UM and I'm
just you know, which there you know, thinking to myself,
what did I miss something? Um? Could I could I
refer her to resources to prevent this? And UM, are
there any trainings that you think that that that chefs
are are restaurant managers, restaurant owners can use to actually
(16:22):
get in front of a crisis, you know, I mean
that's actually something that Giving Kitchen is working on. From
a kind of a process standpoint. There are you know,
there's not every single small you know or independent restaurant
or food service you know establishment has HR policies in place. UM.
So that is something that we are working on as
an organization to develop those kind of protocols UM and
(16:44):
and policies and procedures that we can pass off. Knowing
that again HR and that department is is sometimes expensive
or just you know, it's just something that somebody doesn't have. UM.
But more so than anything, what we're doing is building
a robust network in the areas that we serve. Two again,
direct people to those UM, you know, community resources. So
I mentioned a few others like Ben's Friends or restaurantant
(17:05):
for Hours or I got you back, or again any
sort of mental health counselor that we have connections to. Uh,
that's kind of the opportunity that we have to help
help those chefs and restaurateurs out there. Typically, how how
long when you see someone in crisis? Topically, how long
are they going through crisis? How how how long are
you helping? So kind of twofold, you know, I guess
you could. I could argue that I'm still going through
(17:25):
a crisis and my husband, you know, my and you
you know, But I think from from that standpoint, and
that's and that's kind of another discussion there too. But
from the point in a food service worker coming to
Giving Kitchen and asking for help and receiving financial assistance
or a resource is typically less than two weeks. There
are many times that when we are faced with an
(17:46):
eviction issue, UM, you know, we can help within twenty
four to fourty eight hours. And I will say that
nearly seventy five percent of the financial assistance clients that
Giving Kitchen serves say that we helped prevent an eviction
from a current How long? How long can you provide
support to someone? You know? We we can provide support, um,
Every six months if there is an emergency crisis, you know,
(18:08):
something like that. So we really are intended to kind
of step in from that emergency standpoint, that crisis standpoint.
Chronic issues is not something that we necessarily cover outside
of being able to offer a stability network resource. So again,
we've partnered with countless of individual service providers, so even
you know, doctors or again those mental health counselors or
um again, any sort of connection to legal aid services
(18:30):
that we can UM for for those individuals who may
need more long term help. That's really when the stability
network through Giving Kitchen is more of a priority. All right,
I mean, obviously this you're working in Georgia, working in Tennessee.
There's other organizations, but this is a I would imagine
a need across the country whichever you know, Do you
foresee a time when organizations like yours and others can
(18:54):
come together and provide a national UM network and crisis
hotline that's funded by the industry, My goodness, I hope so? Right?
I would is that is that a goal? Is that?
Is that something you're working forward? You know, Giving Kitchen's
goal right now is to be a Southeastern regional agency
over the next few years. Um. You know, we scratched
everything that we thought was Giving Kitchen last year. In fact,
(19:16):
there was a serious time where we didn't know if
Giving Kitchen would exist last year and and and strongly
asked ourselves the question are we even needed for this industry?
And we we came out saying absolutely, um, you know
for us being a household name and being a national agency. Uh.
You know the American Red Cross for for food service workers.
(19:39):
You know, we are giving we helpful service workers. I
mean that that is our intention. I think we're not
going to get anywhere if we're not willing to you know,
team up with other organizations and nonprofits doing really good work.
I will say, you know, Giving Kitchen does not a
pay to play opportunity. You know, if Giving Kitchen food
service workers coming to Giving Kitchen, We're not asking for
anything back. Maybe here our story, maybe be an advocate
(19:59):
for somebody else us, UM, but you know what we
want to do is be able to empower um and
offer you know, opportunities for food service workers to get
back on their feet or get back into their you know, um,
you know, the owner of the restaurant to get back
then back on their feet. I mean, this isn't just
about the employees, this is really anybody in food service. UM.
If we can be a part of that you know,
discussion to and that it means that we become a
(20:22):
little less needed, then I guess there we go. UM,
what are you talking about? What's what's needed? What do
you what do you think it is needed? So you
see fewer people? What? What? What is going on in
our industry that you think could could make the biggest
effect of fact on our industry where people aren't in
a position where they have to come to What could
stabilize it? Is? It? Is it unemployment going up to
(20:44):
fifteen dollars an hour nationally? UM? Is obviously healthcare, childcare,
all of those those other things. UM, But what would
make the biggest difference? You know? I I don't know,
I don't know. I think it's you know that we're
we're definitely a stopgap, I know. I mean I I
have an eighteen month old, so I'm going through the
whole childcare thing myself. My husband was and was in
(21:05):
the food service industry pre pandemic and has been out since.
And uh, is you know going into another field after this?
I think you know all this is what I know
for sure is that the food service industry UM is
going to need each other. This is an industry that
cannot be automated, should never be automated. UM. You know
(21:26):
this is you know, one in four Americans have worked
in food service. So this is something that we have
this kind of gut connection to. We want to be
in this you know, place of celebration UM. So I
think we as people just gravitate towards that. I do
think that you know, the focus on taking time for
yourself UM. Maybe similarly to the way that you know
(21:48):
our corporate America does, you know, taking lunch hours and
you know, following character hours and just again taking go
outside and take a break. Those are UM kind of
wholesale philosophy the type changes that I think this industry
needs to be empowered by UM and start to practice
UM in order for this industry just feel healthier and
(22:10):
to look healthy all the way around. One thing we're
kicking around, we're getting close to to pulling the trigger
on it. We just need to hire more people to
make it work. And that's going for to a four
day work week in the back house because my cooks
have to work ten hours a day, mostly scheduling for eight,
they end up working nine or ten. They can't get
the work on And that's fine. And I used to
schedule ten hours five days a week, but it actually
(22:34):
it just makes sense. And every time, you know, I
sit down with the chefs and managers and and look
at the scheduling, it makes sense from a scheduling standpoint,
you know, and then you have three days off and
so the because we we it's no secret that kitchens
are intent. Um, even kitchens that you know. I just
opened up this rotary and next door to craft. It's
(22:54):
a it's in our private dining room and it's really casual.
I was cooking three four nights a week on the
line and having fun with with with the cooks and
it was a blast. But it was still pressure. Um.
You know, it was a lot less intense than some
of the other kitchens that I that I've run, but
this was it's but it's still there's pressure to get
food out. There's still pressure to get the station set up.
Um it's not you know, you don't have someone screaming
(23:18):
at you, um, but it's it's uh, it's still it's
still pressure. And I think four days a week of
dealing with that kind of pressure. I think three days
of having an outlet to to you know, again, take
care of yourself. You have more time to take care
of yourself, um, and find other things that are gonna
make you happy. Um. And then listen, if you choose
(23:38):
to work two days to two of those days somewhere
else to to to to you know, make more money,
that's fine, your slive a day off. I don't know
if if the if our if our industry would ever
would ever go there, but it seems to me in
the corporate world more and more people are talking about it.
So I mean it's actually something that giving kitchen practices,
we do what we call summer Fridays, and so for
us as an agency, kind of rule is that, you know,
(24:00):
if you feel like you're in a really good place,
treat Fridays as your three day weekend and take take
that mental health break, go do a vacation with your family,
or use it to be you know, have that be
the cultivation day and go have all your coffee and
your lunches out or whatever it might be. But I
will I will say, you know, um, there there is
something to it. I mean, it's there's something to just
a obviously starting at the top and making sure that
(24:22):
you're practicing what your hope is or what you're preaching,
you know, so to speak. That if you're going to
take some time away, make sure you're getting outside, take
a deep breath, drink water, you know, show your staff
that you love them in other ways than just maybe
with alcohol or you know, you know, those types of
extracurricular activities with you know that may lead to to
that discussion. Um. But yeah, those are small things that
(24:45):
us as a nonprofit are practicing. Um. And you know,
if it if it doesn't feel good and we feel
like we can't do it, then we just have a
quiet day and we work an email. Yeah. You know.
We we eliminated staff drinks a while ago. Um uh yeah,
that kind felt like we were encouraging people to drink.
Maybe not a good idea. Um. We also got rid
of all of our holiday parties for other reasons because
(25:06):
it was usually uh several people need to be fired
for sexual harassment the day after. Um, so we we
got we got rid of those two. Um. Yeah, it's
it's you know a lot of times are we started
doing is is we actually did a party I think
two years ago. We just gave out drink tickets and
after we had three and that was um and then
(25:28):
and then the establishment they weren't allowed to take cash,
so we just monitored that way. But it's it does
seem like we're adding fuel to the fire by by
constantly putting people a position where drinking becomes part of
the social you know, part part of being social. Um.
And so someone who who is possibly doesn't want to
drink are looking to cut back. Um they feel I can't.
(25:50):
It's there's a there's a pressure to to you know,
drink and have a good time and go out and
drive really hard. And I think, uh, um, to me,
I just felt like, you know, or why why continue this?
It doesn't make a whole lot of sense, um in
terms of suicide prevention. UM. When we see people you know,
(26:12):
obviously the Kanthony boarding who seems to have everything going on,
you know, I imagine the cook out there saying, you know, what,
what what chance do I have? UM? When I'm depressed, Um,
I'm feeling like I don't want to go to work, UM,
feeling like you know, it's it's just never gonna work
out and then I see someone who you know, everyone
held up. This is such a huge figure in our industry.
(26:35):
You know, um, you know what chance do they have?
First of all, it's so hard. All I will say,
and I'm a true believer in this, it is okay
to not be okay. Yeah, we have got to own
up to that, don't we We have to, And it does.
That starts at the very very top. When you talk
(26:55):
about pride and you talk about wanting to care for others,
and you who are actively doing that in this industry,
you are literally feeding and nourishing someone's soul. It is
okay to not be okay. And that is the very
first That's the very first thing. I am not doing
good today. I'm gonna need it. I'm gonna need a break,
I need to talk to you, I need to take
(27:16):
the day off. I hope that you have someone within
that organ within your organization who's going to recognize that.
And if they don't, then then I think there's opportunities
for us to make sure that we're listening and that
we offer the resources to those individuals, because that's that
is really truly at the end of the day. Um,
I think we're really going to start. It's not just hey,
you're gonna you'll you'll be fine. Here's this it is
(27:36):
let's talk about it. Are you okay? But really, let's
get into it right. So it's it's it's about restaurants,
restaurant ors just being proactive as opposed to waiting for
someone to come and say I have a problem, saying
please come to us, we're open, we're here, and talk
about it, you know, to really talk about you know,
these issues that we all don't want to talk about.
(27:57):
Um and providing that platform, providing that that say space
where people to actually come in and and and tap
out if they have to that I need a break
making making that okay. I mean, and you know I
can hear people on the other side of this listening
to this, and the restaurant businesses, well, financially we can't
do that. They're always gonna say that, Um, financially, you
probably didn't think you'd be able to provide what you're providing,
(28:19):
you know, five years ago. Um, you make it work.
And I also think that if now you know it
used to be I mean I literally had had years
ago when I was a grandmar teacher haven't had coakes
quit because they felt I wasn't yelling enough. I had
a young guy said to me, you just don't seem
to care. You're not screaming at people, that's what you're
(28:42):
looking for. You're wrong, You're in the wrong place. Maybe
you should leave UM and you know, but there is
there is that it seems to be changing a bit,
but there always has been that feeling that that you're
expecting the kitchen to be a certain way. You know,
you're you're you're you're coming out of culinary school and
all you're hearing are the war stories, and so you feel,
(29:06):
you know, if you're not living through that war, well
then clearly you're missing out on something here. UM. And
And yet our industry is rapidly changing, and I don't
think it's because of of a lack of commitment on
some of these young cooks part. I think they really
care about food, and care about the industry and care
about hospitality. They just don't want to go through the wars.
(29:27):
And so it's either our industry starts changing. Are the
restaurants that don't change, I think are going to get
a reputation for not caring. And they're gonna have a
hard time staffing. Yeah, and I think that's what's really
gonna you know, listen, because everybody's you know, very quick,
well how can we do? These things are gonna cost money,
(29:49):
What's gonna cost you a lot more if you don't.
And that's what that's the tipping point, right exactly. I
mean we we some of us grew up you know,
in families who you know, their parents were you know,
had had a big local core and you know that
was the way to you know and induce fear and whatnot.
And some families didn't, and they gathered around the table
every night and there was game nights and all of
those things. But there is you know, I think from
(30:11):
a longevity perspective and a wholesale change it for you know,
speaking philosophically, is that you know, what's really going to
get in, what people are going to really naturally gravitate
to and and kind of stick with, is when somebody
is actually there with open arms and willing to engage
and actually listen and you know, really actively listen and
(30:34):
to take a step back because the moment I think
I would agree to, like, you know, if that yelling
is that's so finite of a moment. But it's that
actors listening and that really taking in and then that
pursuit of help, whatever that road might look like, is
really going to change somebody's kind of um, you know,
well being or or perspective. Um. And I think that
that's going to take a lot more strength, um than
(30:56):
I think the alternative and weakness format. It's you know,
I'm just thinking back to UM. I had a woman
to work for me who was who was going through
a problem with addiction. And she she was you know,
(31:17):
really great and working a few of my places, and
she was struggling, and uh, I took her. I took
her aside and said, you need help, and I actually,
through some friends, UH found found a place for her
to go. And um, she got she came out the
other side. She's clean, she's sober, she's working right now
and uh um and every having then I hear from
(31:39):
her and uh. But you know, for me, it's interesting
because there was a lot of pressure in my organization
just to cut her loose, because it didn't start off
where she was addicted, started off of her calling out,
are showing up late, are clearly being you know, just
not ready for work. Um and you know, there was
(32:00):
a point that I could very easily say, you know
what you're, you're you're and she worked way up to
a su chef, you know you're you're slacking off and
I gotta let you go. But for me, it was
more about so I'm not gonna you know, I had
a I had a sense if I had done that,
she made been a casualty and and um and I
don't know if it comes from just not being in
(32:21):
the weeds in my restaurant anymore. You know, I'm not
in there, you know, purchasing, scheduling, hiring, firing, expediting every night.
I'm I'm too old for that actually, so um and
So I don't know whether it was because I was
able to take a step back and look at what
was going on as opposed to reacting, because I don't
know if my younger chef would have done that, my
(32:42):
younger self would have done that. Um and and I'm
not sure why I chose this time to do it,
but there was there was something that was maybe because
you know, every time and listen, it's you don't have
favorite employees, but every now and then you end up
working with someone and you just kind of it meshes,
(33:05):
it works, and you know, um, you know, I don't
know what I think. Again, that's why I'm trying to
think about what, um, what science that I saw to
have me and take a deeper interest as opposed to
just kind of writing it off and you know, again
thinking thinking of it now, well, how how do you
(33:27):
institute that? How do you how do you make sure
that becomes the practice that becomes norm How is that written?
And we do have an HR group, you know, HR
team in our restaurants, but how do you write that
in I don't I don't know. It's actually I think
that's a great question and something that is hard to
pin which is exactly what you're doing right now. A
You're smart, you have a you have a gut instinct.
(33:49):
So first of all, just know that you're human and
that you are, like you said in the weeds, day
in and day out with these individuals. I was not there, obviously,
but I am sure that there is something that just
red flag for you that just sat in the pit
of your gut and always trust. That is something that
I've learned. And also reality is is that if from
the top down we are actively engaging with our employees
(34:11):
for five minutes once a week and sending them, taking
them outside of the kitchen or the floor, and taking
them outside on the patio and say I want to
sit with you and ask you how you were doing? Really,
how are you doing? Take a pause, and actually engage
with them in that way. Obviously you're building some sort
of a rapport and built on trust. And if you're
(34:32):
doing that actively weekend and week out, then those gut
instincts will come to us more naturally. And I think
thus in turn, I mean again, we know that suicide
is extremely prevalent in this industry. And um, I mean,
look at you. I would say thank you for for
following your gut and and taking some action there, because
you probably helped save some lives and so I spotted it.
(34:55):
But how do you can you train that? That's how
do you get that gut to where it becomes practice
as opposed too I got lucky, um, and putting it
into into practice where it's actually not just written in
a manual somewhere with actual practice. That's exactly right. I
mean you, I mean, I think it's really great to
have policies and procedures and you ask your employees to
read it and you sign the book, but not doing
an actual check in from management down. I mean that's
(35:16):
could be many people. Well then, I mean even outside
of staff meeting, like I get staff and like family meal.
Family mail is an amazing opportunity for many of our
restaurant tours to engage with their staff if they don't
have those five minutes you know, every week or every
other week or whatever. But like you have to develop
those types of tactics to just be humans with each
other in order to really see anything that's on the
(35:36):
other side. Right, So yeah, so we go over the
reservation book, we go over specials, we go over service issues,
and we go over mental health. Yes, exactly, exactly, that
should be a part of the agent. You go. You
probably talk about your guests more than anything else about
the guests coming. Probably they are then about yourselves, and
that's backwards. So yeah, I guess I guess that that
(35:57):
is backwards. You know. We always in there, you know, yeah,
I mean we we always talk about how we put
our our our workers first, even before the gusts um
and you know, the idea that we if we treat
our our workers poorly, how can we ask them to
go out and treat our guests, you know, hospitable. Um,
And I guess it's just going a little deeper. You know,
the paradigm of of what taking care is really needs
(36:18):
to change. It sounds like, you know, we think about
taking care of someone by giving them a pep talk
when they need it, and and uh, you know, maybe listening.
I mean I've you know, listen to people have written,
you know, giving people loans and things like that. Maybe
it's a little more. Maybe it's it's really checking in
past that and saying, okay, if you're if you're going
through financially a hard time, if you're going through a
(36:41):
difficult time because uh, you've lost the you know, parents
are are the relative. Um, what is it doing to you?
Not just that you did it you're living through, but
now that what what effect is it having on you?
Because we know it does. I mean, for for me personally,
it has kind of changed just my outlook on humanity
(37:02):
and my perspective and just the way that I kind
of go through my day. I really, um, I mean
personally also but also obviously professionally because this is literally
what I kind of live, eat and breathe all day,
all night, seven days a week. Um. Is I leave
with gratitude and I just know that my I very
often say that this community who rallied behind my late
(37:23):
husband and myself eight plus years ago, helped change his
life and it ultimately saved mine because he ended up
passing away. And there were many times where I did
not want to wake up. Sure I was on the
bathroom floor sobbing hysterically and thank god I had dogs
at home right well, I mean for real, like, because
if there was nothing there, I don't know, Like I
(37:43):
there was a lot that and there is a lot
that will just that people can succumb to because it
is painful, It is hard, it is very hard. Um.
And again for me, there was there was just the
right amount of individuals out there who willing to listen
to me speak UM and get it off my chest
(38:03):
because I knew I wasn't okay and I got through
it day after day after day. UM. And I am
you know I'm not. I'm not the only one out
there who's been through pain. You know, many all must have, UM,
But I am one individual who can't speak to it
that UM. You know, you can get on the other
side and live with it. So Jen, for the For
the person out there listening to this podcast, how do
(38:25):
they get in touch with you? Please just go to
Giving Kitchen dot org. If you are a food service
worker in need or know someone who is, please ask
for help. There is a form on our website. It's
super easy to fill out. If you're looking for ways
to give, please feel free to do that as well.
We will always take anyone sharing the work that we do,
(38:46):
sharing our mission, spreading the word um, contributing financially if
you can. But everything can be found at giving Kitchen
dot org or follow us on social at Giving Kitchen.
The work that you're doing is is is a therapeutic?
And how is it? How you cope to I am
one of those. I am a strong advocate for therapy. UM.
(39:06):
I see a therapist actually every once in a while
still when I really needed it often and back in
the years, I would go once a week, I mean
for years and years and years. UM. So I'm a huge,
huge proponent of that. UM. I cope by being able
to do this with people like you in my community,
National stages, local stages again really just sharing a very
personal account to why this nonprofit exists and in turn
(39:30):
being able to share other stories of food service workers
that we have helped and who have told us that
we have you know, been able to help change their lives.
I am a testament to it because it happened to me. Um,
and that is is quite literally what propels me for
I think we can enter right there. Um. Yeah, this
is this is this is the work that you're doing.
(39:52):
Is is great and uh unfortunately it took a real
tragedy to to to get you here. Um And but
you know, I guess I guess it. It take comfort
in realizing that things happened for reasons, and uh, you
know it's I appreciate that Ryan on a very in
(40:14):
that very first fundraiser that was put on for us
to help us through that final year, he actually stood
on stage in front of it during fifty people and
said that what he was given this moment was a
gift and that you know, cancer was just a part
of his journey and he knew long before his closest
family members and loved ones that he probably wasn't going
(40:34):
to make it, and he changed that. He changed, you know,
the course of food service for a long time. Changed
a lot of lives in the process. Yeah, for for
so many people. Yeah, I really appreciate you. Thank you
very very much. Thank you. Listen, this happens in so
many industries, but there's no one there to help. This
is the failure of our government because so many of
(40:56):
these things that you have provided. And I come at
this from, you know, being an anti hunger advocate, you know,
after my wife made the film A Place at the Table.
I mean, the thesis was that we can end hunger
if our government just actually decided they wanted to. And
what's one decent outcome of COVID is that we cut
poverty in half over the last you know, couple of
(41:18):
months because of the robust response. And this is where
I think that grants from the government and so instead
of the government actually trying to do all of this,
just reach out to the organizations are doing a great
job and grant them money to continue to do their
jobs so they don't have to do fundraisers. Because someone's
mental health, uh, someone's uh, whether or not they're going
(41:41):
to stay in there in their home or not shouldn't
be dependent on someone's large s. This is where I
get frustrated because it seems that you can have this
idea where government should do very little, but on the
other hand, who is going to do it? Because they're
still need. You can completely, you know, put ahead in
the sand and pretend nothing's happening, but the need is
there and it's not going to go away. So until
(42:03):
until then, um, we're just happy, lucky, um, unfortunate to
have someone like giving kitchen to step in. Citizen Chef
is executive produced by Chris brasciotis produced by Gabby Collins,
and there's always a special thanks to replace the table.
Citizen Chef has a production of I Heart Radio. For
(42:25):
more podcasts like this, visit the I Heart Radio app,
Apple podcast, or wherever you get your favorite shows.
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