COLUMBUS AIR FORCE BASE, Miss. -- In the world of high-performance organizations, there’s often a tendency to look to Silicon Valley tech giants, Fortune 500 companies, or elite special operations units for inspiration. But sometimes, the best lessons on leadership, discipline, and operational excellence can be found not in a boardroom or battlefield, but behind the swinging double doors of a busy kitchen. A well-run restaurant -- especially one at the top of its game -- offers a masterclass in teamwork, execution, and customer-focused mission success.
Recently, I was unexpectedly reminded of this while on an extended layover in Chicago; following a frustrating string of airline misadventures during a trip home from St. Louis. After it became clear that I wouldn’t be reunited with my luggage for at least two days, I decided to make the best of the situation. I booked a hotel room downtown, picked up some essentials, and set out to explore one of America’s great food cities. It was in the heart of the Fulton Market District I discovered Il Carciofo, a new venture from Chef Joe Flamm, winner of Season 15 of Top Chef.
I was seated at the chef’s counter, giving me an unexpected front-row view into the engine room of the restaurant: a sleek, intense, 10-person kitchen serving hundreds of guests with high expectations and no time to waste. While waiting for my food, I found myself mesmerized by the choreography unfolding behind the counter. The food was excellent, but the process was even more impressive.
And it struck me … the same principles that drive operational excellence in the Air Force were on full display here.
Here’s what I observed
Command and Control
At the heart of the kitchen was the head chef—calm, confident, and in full command. As orders came in, he called them out in a clear, firm voice. The responsible station chefs acknowledged each order by calling it back, confirming receipt and responsibility. If someone failed to reply or didn’t speak loudly enough, the chef immediately corrected them—professionally but decisively.
It was classic command and control: rapid tasking, positive acknowledgment, immediate feedback. There was no confusion about who was doing what, or when. It reminded me of a well-run operations desk or an air tasking order brief; no ambiguity, no freelancing, just clarity and action.
Accountability
Standards in the kitchen weren’t optional. Deviations from protocol or quality were swiftly addressed. I watched as a steak was sent back for being slightly overcooked. There was no drama, no excuses -- just a reset. And then something remarkable happened: the second-in-command, the sous chef who moved with confidence and authority, stepped in to mentor the station chef on how to better check for doneness. It wasn’t punitive … it was professional development.
Accountability in the military isn’t just about enforcement; it’s about ownership and learning. The same holds true in this kitchen. Everyone knew what right looked like, and everyone was committed to getting there—even if it meant correcting course mid-flight.
Simplicity and Expertise
The menu at was relatively short—intentionally so. The wait staff knew every item by heart and could describe each dish in detail. This simplicity enabled depth of expertise. By not trying to do too much, the restaurant did everything well.
In the Air Force, we often talk about “mission creep” or “scope drift.” There’s something to be said for focusing on core tasks and mastering them. Simplicity, when done right, breeds excellence.
Teamwork and Surge Capacity
The most impressive person in the kitchen wasn’t the head chef—it was the sous chef, or as I observed, “the floater.” She moved effortlessly between stations, jumped in where needed, and seemed to serve as the chef’s right hand. She had the authority to direct others and the experience to anticipate bottlenecks. She was the restaurant’s Director of Operations in every sense.
She didn’t just fill gaps—she optimized flow. That’s the kind of leadership we need more of: agile, hands-on, embedded leaders who aren’t just managers but true multipliers of effort, focused on building teams.
Quality Control
Quality wasn’t just expected—it was enforced. But the real magic was in how it was sustained. When the overcooked steak was replaced, it wasn’t just tossed on the grill again—the sous chef worked alongside the cook to ensure it wouldn’t happen again. They used the moment not only to fix the problem, but to build better habits and sharpen techniques.
We talk about feedback loops in the military, but too often they’re delayed, diluted, or demotivating. This was feedback at its best: timely, specific, and delivered with the goal of growth.
Mission Focus
As the night wore on, I kept hearing situational calls in the kitchen:
“This one is for the party.”
“Seafood allergy—no shellfish.”
“Timing—everything goes out together.”
Every team member in that kitchen knew the context for each dish, not just the task. They understood why the timing mattered, why one meal had to be cooked differently, and what the customer experience depended on. They were, in effect, executing a mission set with precision, communication, and shared purpose.
It reminded me that context is everything. In the Air Force, too often the “why” gets lost in the “what.” But when people understand the bigger picture, they buy in. They don’t just perform tasks … they own outcomes. As we lead through multiple changes in our Air Force, we have much to learn from this mission focus.
The Art of the Possible
I came in expecting a good meal. I left with a renewed appreciation for high-functioning teams, and a mental checklist of leadership insights applicable far beyond the kitchen.
Our teams could learn a lot from the way high-functioning restaurants manage their kitchen and wait staffs. In many ways, these environments mirror the best of military culture: adherence to protocol, unflinching accountability, attention to detail, and an unwavering commitment to excellence. But they also bring something more … flavor, personality, identity, and pride. They demonstrate how morale can be forged not just through hierarchy or structure, but from a culture of ownership, purpose, and grit.
The best military organizations, like the best restaurants, don’t rely on luck or charisma. They rely on structure, discipline, shared standards, clear communication; and -- most importantly -- a culture of excellence.
So the next time you’re looking for a model of how to run a better squadron, flight, or wing; book a seat at the chef’s counter. You just might learn how to cook up a more effective team.