Explore practical strategies for overcoming common challenges in food and nutrition leadership, from difficult conversations and performance management to staffing shortages, time management, and career development.
In Conversation
CHRISTINA BODANZA for Bold. Brilliant. Unstoppable.
Read the transcript
Christina Bodanza: We don't realize how powerful we are and we have so much ability within ourselves.
What does being an Influential Woman mean to you?
Christina Bodanza: Joining the influential women platform for me has been about being able to better support other professionals who, as I did, sometimes find it hard to make space at the table. There's so many different opportunities for us out there and for some reason, we don't often realize that we bring as much if not more to those areas as maybe some of our male counterparts. I think that it's important to recognize that and it's important to recognize how important it is that we are there for each other, that we have those conversations, and that we realize our value, our worth. It isn't just a sense of having that, it's backed up by credentials and experience and knowledge, and that's what's really important about a platform like this. We give that support and we let other women in. Very, very varied industries know that they're not alone, that we're all here fighting the same good fight, just seeking to really give what we know to the organizations that we're a part of.
What's one piece of advice you would give to younger women chasing their dreams?
Christina Bodanza: If I had an opportunity to talk to the younger me. I would say, go after your dreams. No dream is too small, too insignificant. Chase it down, bring it in, hold it close, and make it real. We don't realize how powerful we are and we have so much ability within ourselves. We're often so busy, just busy doing things and taking care of things, but really, the dreams are more important than all of that. When there's something you really want, you will get it. So go for it. Go get that dream and make it your own and never stop until you do.
Full transcript available
Her Story
About Christina
Christina Bodanza, CEC, CDM, CDP, PCII, CFPP, is a highly accomplished culinary and healthcare food service professional with over 20 years of experience. A graduate of the Culinary Institute of America, Christina began her career in restaurants and casinos, where she honed her skills in food preparation, management, and hospitality. In 2006, she transitioned into healthcare food service, bringing her passion for culinary excellence and team leadership to hospitals, skilled nursing facilities, and senior living communities. Today, she serves as the Director of Food & Nutrition Services at Millennial Healthcare Services LLC, where she combines her culinary expertise with a dedication to patient- and resident-centered care.
Throughout her career, Christina has been recognized for her commitment to servant leadership and professional development. She mentors and coaches her teams, helping them grow from cooks into supervisory roles or pursue further culinary education. As a certified executive chef, certified dietary manager, and certified dementia practitioner, Christina specializes in healthcare food service management, dementia care nutrition, culinary education, and patient engagement. Her hands-on approach ensures that her teams are not only skilled but also empowered to create meaningful experiences for every resident and patient they serve.
Christina’s influence extends beyond the kitchen. She is an active member of the American Culinary Federation, the Association of Nutrition & Foodservice Professionals, and the National Association of Certified Dementia Practitioners. Her work has earned her numerous awards, including recognition as Regional Executive Chef of the Year and Chef Professional of the Year. Beyond accolades, Christina’s true passion lies in connecting with her team and the people they serve—transforming meals into moments of care, joy, and nourishment, while fostering growth and opportunity within her teams.
Her Interview
Ten minutes with Christina
01What do you attribute your success to?
I attribute my success to over 20 years of experience in Healthcare and Food & Nutrition, starting with my training at the Culinary Institute of America. Being one of fewer than 25% women in my class taught me resilience and excellence, which helped me earn recognition such as a recent award at our local "Taste of Tavares," for my Walking Wonton appetizer. My passion for helping others has also been key—I’ve seen the value in embracing diverse talent, including hiring an employee on the autism spectrum who became one of my strongest team members. My success comes from combining expertise, dedication, and a commitment to making a positive impact with the people I lead.
02What’s the best career advice you’ve ever received?
The best career advice I’ve ever received is that it’s possible to have a career you love while making a meaningful difference in the lives of others.
03What advice would you give to young women entering your industry?
My advice to young women entering this industry is to embrace the opportunities available and believe in their potential. Women are increasingly thriving and achieving great success in this field, and with confidence, perseverance, and passion, there’s no limit to what they can accomplish.
04What are the biggest challenges or opportunities in your field right now?
One of the biggest challenges—and opportunities—in my field right now is balancing professional responsibilities with passion projects. For example, I’ve dedicated time to fundraising for the Alzheimer’s Association, raising over $5,000 to fund education and support, while managing a busy career.
In the high-pressure environment of career growth in the hospitality and culinary field, it is easy to lose personal space. To that end, I’ve recently taken up writing (my first love as a teenager), and am excited to release my first romance novel within the next few months. This is a new and fulfilling way to find my own voice, and speak to the hurdles and emotional expense of being so completely all-in with work-life and career, that you can easily find yourself left behind. Please watch for Midnight and Flowers on your reading list for enchanting entertainment with strong characters and a current events plotline.
Finding ways to integrate my career with meaningful personal pursuits has been a lifelong challenge and a rewarding opportunity.
05What values are most important to you in your work and personal life?
The values most important to me in both work and life are hard work, integrity, and making a meaningful impact on others. I take great pride in mentoring and coaching my employees, helping them grow and exceed expectations, and finding fulfillment in seeing them thrive and succeed.
Her Content Hub
Articles by Christina
Fighting Challenges with Effective Strategies
A Foodservice Manager's Cheatsheet
CHALLENGES
AND EFFECTIVE STRATEGIES FOR TAKING THEM ON
A career in food and nutrition can be like a ride at the county fair: some days there are highs, some days there are lows, and some days you experience both—even at the same time. Keeping a clear head and attitude in such an environment can demand a strong set of unique tools. Here are some tried, some tired, some true, and some more distinguished techniques to help you come through looking like the confident and in-control leader that you are.
DIFFICULT CONVERSATIONS
We’ve all had them. Frequently, they go badly. One party comes away feeling wronged, the other more wronged, and neither side gets closure. The whole team suffers. Pots are thrown, feelings are ruffled—well, you get the idea.
First, let’s unpack the idea of having the “conversation.” Successful results often occur without the added drama of stress. Therefore, remove the formality and add honest, supportive input. Take a walk with the participant and ask about family and friends. Then approach the area of conflict and ask for their input on how to create a successful solution.
If the conversation is difficult due to performance issues, then the process needs to be formal, concise, and practiced. However, referring to past positive performance can remove some of the tension and make improvement more likely, or separation less dramatic.
Lastly, if the difficult conversation includes two associates in conflict, then first and foremost, create separation and have a manager who is more closely aligned with each party hold separate conversations. Including policy from the handbook and clear expectations for ending the friction between both parties will serve you well down the road. In this case, immediate, time-stamped documentation is vital. Send an email, even if it is to yourself, with all the particulars and details of the event.
(POOR) PERFORMANCE
The first step here is deciding your goal. Is it to create improvement or to foster termination? The next step is creating a pathway for success. Heading into either conversation without concrete and clear guideposts is a guarantee for disaster. In both instances, have integrity by including the low performer in the structure, asking for their input, and incorporating their concerns. This physical, living document will be a lifesaver if the situation proceeds to HR.
In the case of the ultimate goal being termination, don’t overlook opportunities to turn the situation around. You most likely hired this individual. What did you see as the value in the hire? Are they well positioned for success? Have they had the tools they need? Or would they be a better fit in another position or department? If none of these questions result in a “yes,” then stop the pain, advance full speed to the nearest exit, and remove the challenge to your team’s proper functioning.
STAFFING BELOW ACCEPTABLE LEVELS (SHORT STAFFING)
This must be the number one meme on the internet. We can laugh about it, rage against it, or go into the walk-in and cry dinosaur tears, but it is a challenge that won’t be leaving anytime soon. Part of the issue is in the name: food service. Service requires just that—people. Without them, we are just food in a storeroom that needs to be prepared and served.
The top strategy for combating call-offs and poor retention is culture. A winning culture, with a management team that builds confidence and fosters teamwork, will beat benefits, PTO, and compensation every time. Performance improves, attendance rates go up, and customer and patient satisfaction scores go through the roof. But culture can take time.
Immediate strategies include staggering cross-trained associates to cover when an earlier scheduled team member calls out. Next is providing materials to ease the workload, whether that includes changing the menu, altering service areas, or reducing daily output. The last resort should always be pulling a manager to fill the gap, because then they can’t—well—manage.
TIME MANAGEMENT
The reason so many struggle with this is because we don’t actually manage our time; somehow, it manages us. And that is probably due to an environment of crises rather than an environment of objectives.
Culture: Empower associates to problem-solve disruptions within their scope.
Education: Is the solution as simple as proper education so that the skills of a manager aren’t needed? Educate, educate, educate.
Tools: Is the only set of Phillips-head screwdrivers in your office? Why? Go to the dollar store.
Rounding: Rounding before, during, and after service will save you from emergency requests when your time is most limited. And don’t just offer empty promises—place the service call, follow up on it, and post updates on a message board. Your peace of mind will thank you later.
CAREER GOALS
During COVID, existing associates tended to stay put, which is part of why new hires were so hard to find. Now, staff are eager to move up the ladder—and you may be too. How do you make time for the necessary tasks to accomplish this, or pay for the education?
Many employers offer programs and financial support. Ask HR, or seek out an employer who does. The workplace has become more competitive for top talent, and this is often an easy win.
Creating time in your day, or your associate’s day, is as simple as taking the steps for time management. A last resort is an extra fifteen minutes a day, added at the beginning or end of a shift, to hit the books or take that online class. Remember the saying about how to eat an elephant? Education works the same way—one bite at a time.
NEVER GIVE UP
Perseverance is essential. Don’t abandon your team, your departmental goals, or yourself. All are significant and worthy investments, which is why we entered leadership in the first place. Foster an environment that emphasizes solutions over problems; promote a culture of empowerment and accountability; and provide opportunities for individual and team growth.
If these fundamentals are lacking, and exhaustion has set in, it may indicate that the fit is no longer right—even if it once was. Be honest with your team members and with yourself. Provide support and resources. Online platforms like LinkedIn and Indeed, along with organizations such as the American Culinary Federation, are readily accessible and just a mouse click away.
Christina Bodanza, CDM, CFPP, CEC, CDP, PCII; Director of Food and Nutrition; Millennial Healthcare, North Campus Rehab, Leesburg, Florida.
Christina has been a CDM, CFPP since 2013. She is also a Certified Executive Chef with the American Culinary Federation, has achieved Pro Chef Level II from the Culinary Institute of America, and is a Certified Dementia Practitioner with the National Council of Certified Dementia Practitioners.
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