The Michelin Egg Method

Our aim at Athena is to give you your time back so you can spend it in the ways that matter most.

In each issue of our newsletter you’ll get unique delegation tips.

The Michelin Egg Method

At L'Arpège, a three Michelin star restaurant in Paris, a single egg dish takes four cooks to prepare.

One controls the temperature of the shell to a fraction of a degree. Another whips cream into the exact consistency of wet snow. A third cook weighs spices down to the milligram. The fourth plates with surgical precision.

For a single egg.

This is the brigade system—the most ruthlessly effective delegation method ever created. Every cook has one job or station.

The head chef doesn't even touch the food. Instead, they move between stations, tasting, adjusting, and calibrating.

In most restaurants, the quality drops when the head chef steps away.

But three-star kitchens are different. The food is the same whether the chef is there or not.

The secret isn't found in recipes or ingredients. It's in how they organize information with simple principles of cuisine.

They abide by a few tenets:

1. Nothing is assumed: Every motion, measurement, and method is documented with extreme precision.

2. No variations allowed: If the recipe says 83 degrees, you don't cook it at 82.

3. Everyone trains on basics before specializing: You don't touch fish until you've mastered vegetables.

Each chef is both a specialist and a teacher. The saucier doesn't just make sauces—they train the next saucier.

The knowledge isn't held at the top. It's embedded in the system itself.

Grey Zone Decisions

Some delegation choices are obvious (like hiring specialists for skills you lack). But what about areas where you could be involved, but shouldn't be?

Use these questions to clarify your involvement:

1. Can I recognize quality even if I can't create it myself?

If YES: Step out of execution but remain involved in defining and assessing quality.

For example, you might not design the logo yourself, but you can still guide brand direction. Avoid overly prescriptive feedback ("move the logo 3 pixels left"). Instead, articulate clearly: "This needs to feel premium and minimalist."

2. Is my expertise genuinely needed throughout, or just at key decision points?

If ONLY AT KEY POINTS: Clearly define checkpoints and step out between them.

Using hiring a new employee as an example, this might look like reviewing the job description, joining final-round interviews, and approving the final hiring decision.

Between these stages, your team operates autonomously to ensure progress without delays.

3. Do I want to be involved because of ego or actual value?

If EGO: Step completely out.

Often, leaders stay involved because "it's my baby" or fear mistakes. This ego-driven involvement adds little value and can harm morale. Honestly evaluate your motivation; if it’s primarily emotional, trust your team and step away entirely.

Implementation: Making It Stick

Be honest about where you add true value and where your team can excel without you. The best leaders revisit these decisions often, adjusting their involvement intentionally as their teams evolve.