Professional kitchens have long carried a reputation for high pressure, strict hierarchies, and relentless pace. For decades, long hours, intense stress, and rigid structures were considered the norm, often at the expense of staff well-being. Today, however, a new generation of chefs is redefining leadership by creating supportive, respectful kitchens while still maintaining the standards expected in professional environments.
We speak to Neha Mishra, the founder of Kinoya, the Dubai-based Japanese restaurant with a celebrated outpost at Harrods, London, and the co-founder of Tezukuri, on how she navigates leadership. From her early supper-club days, serving thousands of meals from her home kitchen, to earning recognition in the Michelin Guide Dubai and MENA’s 50 Best Restaurants, Mishra has built a reputation centred on mastery. Today, she is also a leading voice on how to build positive, sustainable kitchen cultures.
For Mishra, a healthy and productive kitchen is about more than efficiency. “You define it as your team’s genuine willingness to continue being part of the team and feeling stable and secure enough to know that they are looked after and trusted. Ultimately, if your team is happy, they will stay with you – like any relationship. If people keep wanting to leave, you have to ask yourself why that is happening,” she says.
This approach shapes the way she maintains high standards while ensuring respect. “We like to look at it as a collective rather than as ranks in the kitchen. Every person, from the head chef to the KP, has a contribution that is integral to the team’s common goal. It is a mistake to think that one role is less important than another. I like to lead with respect and kindness. People are more likely to come through for you if you are kind and fair,” Mishra explains.
“Learn every aspect of your business, no job is beneath you,” she says, a lesson that informs both her leadership style and the way she trains her team.
Burnout remains a major concern in hospitality. Mishra ensures her team can sustain the pace of the kitchen. “Everyone gets two days off. If we are short on staff, then this may not always be the case, but I don’t believe in a six-day working week. If the restaurant is busy, that is a good sign and a clear signal to expand the team. I firmly believe that if you look after your team, your team will look after you,” she notes.
Mentorship is another cornerstone of her approach. “We want everyone who comes into our kitchen to grow and ultimately have the tools to improve their careers and their lives. Even if it’s not with us long-term, we still have an obligation to make the lives of people who walk in our kitchens better than they were before they arrived,” Mishra says.
Toxicity has no place in Mishra’s kitchen. “I have zero tolerance for toxicity. If you can’t get along and resolve conflict in a mutually respectful way, we are probably not the right place for you.” Mistakes are handled with patience. “I have made a lot of mistakes in the past, and I try to remember that when someone on the team makes one.”
She also sees a shift across the industry, with younger chefs more willing to speak up. “Kitchen culture is evolving. People know they have a voice, and I think that’s a positive change. Too many have gotten away with bad behaviour for too long,” Mishra notes.
Her advice is simple: “Remember, you were once a beginner.”
Mishra’s journey, from home supper clubs to internationally recognised restaurants, shows that excellence and empathy are not mutually exclusive. When respect, mentorship, and fairness sit at the centre of leadership, both people and businesses benefit.
