Watch for panic under scenario pressure, blame-focused language about previous teams, and disregard for guest impact during problem-solving whilst identifying inflexibility and poor prioritisation skills. Look for lack of leadership presence, inappropriate decision-making, and weak crisis response.
Common misunderstanding: Minor issues aren't warning signs.
Small concerning behaviours during interviews often predict major problems later. For duty managers, even seemingly minor red flags can indicate serious leadership issues.
Let's say you are a duty manager interviewing someone who keeps interrupting you or checking their phone. These behaviours suggest poor communication skills and lack of respect - critical problems for someone who needs to lead a team and interact with guests professionally.
Common misunderstanding: High standards mean red flags.
Being demanding about quality isn't the same as being inflexible or problematic. Good duty managers need high standards, but they also need to be reasonable and solution-focused.
Let's say you are a duty manager evaluating candidates. Someone who says "I expect perfection from my team" might sound good, but probe deeper: "What do you do when a team member makes an honest mistake during a busy period?" Look for balance between standards and understanding, not unrealistic expectations.
Monitor indecision during operational scenarios, defensive responses about past challenges, and inability to demonstrate calm leadership whilst observing poor communication and unprofessional presentation. Notice avoidance of responsibility and lack of guest service focus.
Common misunderstanding: One-off behaviours don't matter.
A single concerning response might seem unimportant, but patterns of problematic behaviour during interviews usually continue in the workplace.
Let's say you are a duty manager noticing a candidate becomes defensive when asked about a previous job challenge. This suggests they might blame others or refuse feedback when problems arise. Ask follow-up questions to see if this is a pattern: "How did you handle criticism from your manager?" Look for accountability and learning, not excuses.
Common misunderstanding: Experience excuses poor behaviour.
Someone might have impressive experience but still show concerning attitudes about responsibility and customer service. For duty managers, character matters as much as competence.
Let's say you are a duty manager interviewing an experienced candidate who blames their previous restaurant's "impossible customers" for problems. This suggests they might not take responsibility for service failures or work to resolve guest issues. Ask: "Describe a time when you turned around a difficult customer situation." Look for ownership and problem-solving, not complaint and blame.
Identify rigid thinking without service flexibility, inability to handle multiple priorities, and poor conflict resolution examples whilst recognising weak financial understanding and inadequate safety knowledge. Watch for limited leadership progression and insufficient operational experience.
Common misunderstanding: Obvious red flags are enough.
Major warning signs like arriving late or being rude are easy to spot, but subtle red flags often predict bigger problems. You need to look for less obvious concerning patterns.
Let's say you are a duty manager conducting interviews. Watch for subtle signs like: speaking negatively about previous employers, showing impatience with detailed questions, or giving vague answers about specific situations. These might indicate poor loyalty, difficulty with authority, or lack of real experience.
Common misunderstanding: Technical skills override personality concerns.
Someone might know restaurant operations well but have personality traits that make them unsuitable for leadership. Duty managers need both competence and the right character for team management.
Let's say you are a duty manager interviewing someone with excellent technical knowledge who seems controlling or inflexible. Ask scenario questions: "How would you handle a situation where your preferred approach isn't working and a team member suggests a different solution?" Look for openness to input and ability to adapt, not rigid thinking or ego protection.