How to Use the Aboyeur One-to-One Template

Why structured aboyeur one-to-ones matter

Your aboyeur is the single point of control between the kitchen and the dining room. They call orders, manage the pass, check every plate, and coordinate timing across sections. When they're sharp, service flows. When they're struggling, tickets back up, plates die in the window, and both kitchen and floor lose confidence.

The problem is that aboyeurs work under constant pressure during service with almost no time for reflection. They're absorbing tension from chefs, managing runners, and making split-second calls about quality. Without intentional one-to-ones, you'll only hear about problems when service visibly breaks down — or when they walk out.

This template structures your weekly conversations around the areas that matter most for aboyeur performance and retention. Each section builds on the last: preparation gives you context, their agenda shows you what's on their mind, the discussion sections cover role performance, team dynamics, growth, and wellbeing, and the engagement indicators give you an early-warning system for disengagement.

Preparation

Complete these steps before each meeting to ensure a focused and productive conversation. Arriving prepared shows your aboyeur that you take this time seriously.

Review notes from previous one-to-one — Pull up the notes from your last session. What actions did you commit to? What did they commit to? If you promised to address the ticket printer issue or speak to a CDP about plating standards, check whether you followed through. Walking in without knowing what was agreed last time undermines the entire process.

Check recent performance data or feedback — Review service reports from the past week: ticket-to-table times, any rejections at the pass, complaints about timing or food temperature. Check for feedback from chefs and front of house mentioning the pass. This takes two minutes and gives you specific talking points instead of vague impressions.

Note any observations from the past week — Think about what you've noticed during service. Did they handle a particularly chaotic Saturday with composure? Were they short with runners during a busy Friday? Did they catch a plating error that could have been a complaint? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Message them between services: "We're catching up at 3. Anything from the weekend services I should know about?" This gives them time to think. Aboyeurs spend shifts reacting; asking them to suddenly reflect requires mental preparation. If they reply "all good," try: "What was the closest we came to losing control on Saturday?"

Customisation tips:

• Schedule between services — 3pm works well, after lunch cleanup and before evening prep begins
• 10-15 minutes is enough for a weekly check-in. Don't let it stretch into a 45-minute session unless something significant comes up
• Meet at a quiet table, not at the pass or in the kitchen. The pass is their pressure zone — don't associate it with this conversation
• For the first 90 days, keep these weekly without exception. After that, you can move to fortnightly if they prefer — but ask first

Their Agenda

Start every one-to-one by asking: "What's been on your mind?" Record whatever they raise before covering your own items.

If they say "nothing really," don't fill the silence immediately. Count to five. Silence is uncomfortable and they'll often fill it with something real. If they still don't, offer a specific opener: "Talk me through the worst 20 minutes of Saturday service. What was happening at the pass?" The specific framing works because "How was your week?" is too vague for someone who managed hundreds of plates across multiple services.

Once they're talking, ask "What else?" until they run out. Don't jump to solutions or share your perspective yet. This section is about understanding their world, not managing it.

If you have items to cover — menu changes, staffing updates, equipment issues — mention them at the start so they know it's coming, then let them go first: "I want to talk about the new dessert prep before we finish, but first — what's been on your mind since last week?"

What to record: Their exact concerns in their own words. Don't paraphrase into management language — "the ticket printer jams every third ticket" captures reality better than "discussed equipment maintenance."

Role Performance

These four questions are designed to uncover how expediting actually feels from your aboyeur's position. Work through each one during the conversation and tick it off as you cover it.

"Walk me through your prep for Saturday service. What's your mental checklist before the first ticket drops?"

This reveals how intentionally your aboyeur approaches service. Strong expeditors have a systematic pre-service routine — checking the pass setup, confirming section allocations with chefs, reviewing the booking sheet for large parties or dietary requirements, and testing equipment. If their answer is vague or reactive ("I just get going when tickets come in"), there's a preparation gap that will show up under pressure.

What good answers sound like:

• Describes a specific sequence: checking mise en place at the pass, confirming specials with each section, reviewing covers and dietary notes
• Mentions proactive communication with chefs and front of house before service
• Shows they anticipate pressure points rather than just reacting to them

What to do with the answer: If their prep routine is strong, acknowledge it and ask what they'd add. If it's thin, work with them to build a pre-service checklist. The best expeditors treat the 30 minutes before service as seriously as service itself.

"When service gets slammed, what's the first thing that starts to slip — plating standards, timing, or communication?"

Everyone has a weak point under pressure. This question helps you identify theirs — and whether they're self-aware enough to recognise it. An aboyeur who knows they start accepting sloppy plating when they're overwhelmed can consciously correct for it. One who thinks nothing slips is either exceptional or lacks self-awareness.

What good answers sound like:

• Identifies a specific area honestly rather than claiming everything stays perfect
• Shows awareness of the cascading effect — "timing slips first, then communication breaks down, then plates start dying"
• Mentions what they do to recover when they notice the slip

What to do with the answer: Don't use this against them. Use it to build support — if timing is their weak point, discuss what would help (better runner positioning, clearer calling protocols, a signal to slow the pass).

"How's the ticket system working for you? Anything you'd change about how tickets come through or how you organise them?"

Ticket management is the backbone of expediting. This question surfaces workflow problems that silently slow service. Maybe the POS prints tickets in an unhelpful order. Maybe the ticket rail is too short for a full Saturday. Maybe the display system has a lag that throws off timing. These are fixable problems that often go unreported because the aboyeur just works around them.

What good answers sound like:

• Names specific friction points in the ticket workflow
• Distinguishes between system problems and human errors
• Suggests practical improvements rather than just complaining

What to do with the answer: If there's a genuine system issue, fix it. Ticket flow is too important to leave broken. If it's a process issue — front of house firing courses too close together, for example — address it with the relevant team.

"When you send something back for replating, how do the chefs take it? Any sections where that's becoming a fight?"

Quality control at the pass depends on the aboyeur having the authority and confidence to reject substandard plates. If sending food back creates conflict, they'll start letting things through to avoid confrontation — and your guests will notice. This question reveals whether the kitchen culture supports or undermines their role.

What good answers sound like:

• Honest about which chefs accept feedback and which push back
• Specific about which standards are most frequently missed
• Shows they understand the balance between maintaining standards and keeping service moving

What to do with the answer: If there's genuine friction, address it directly with the chefs involved. The aboyeur's authority at the pass is non-negotiable. If they're sending back too many plates, the problem might be with standards communication rather than chef attitude.

Record the key points from your discussion, focusing on recurring themes and anything that needs action. Note specific examples they gave — these are valuable evidence for performance reviews. If they mentioned a ticket system problem or a plating standard that keeps slipping, capture that detail.

Team and Relationships

These questions surface the dynamics that affect pass management — CDP trust, head chef relationships, runner effectiveness, and kitchen-floor tensions.

"Which CDP do you trust most when it's slammed? Which one needs the most support?"

The aboyeur sees every section's output under pressure. They know which chefs de partie deliver consistently and which ones struggle. This insight is invaluable for your own management — it tells you where to focus training, where to adjust expectations, and where to provide additional support during busy services.

What good answers sound like:

• Names specific colleagues with concrete reasoning
• Focuses on work performance rather than personal likes or dislikes
• Shows fairness — acknowledges strengths and weaknesses across the team

What to do with the answer: Use this insight for scheduling and development. If a CDP consistently struggles under pressure, they need targeted support, not just more practice. If a CDP is exceptionally reliable, recognise it and consider them for additional responsibility.

"How's your relationship with [head chef's name]? Do you feel backed when you make calls at the pass?"

The aboyeur-head chef relationship is critical. An aboyeur who feels supported by the head chef will make confident calls — rejecting plates, adjusting timing, pushing back on shortcuts. One who feels undermined will hesitate, let things through, and eventually stop caring about standards. This question reveals whether that relationship is functional.

What good answers sound like:

• Honest about the dynamic without it becoming a complaint session
• Specific about when they feel supported and when they don't
• Shows understanding of the head chef's perspective and pressures

What to do with the answer: If the relationship is strong, acknowledge it. If there's tension, mediate — the head chef and aboyeur need to function as a unit. If the head chef is actively undermining the aboyeur's authority, that's a serious problem that needs direct intervention.

"How are the runners working out? Are they reading your signals or do you have to spell everything out?"

Runner effectiveness directly impacts the aboyeur's ability to manage the pass. Good runners anticipate, read the pass, and deliver plates efficiently. Poor runners create a bottleneck that forces the aboyeur to micromanage delivery instead of focusing on quality and timing. This question reveals whether the support structure is working.

What good answers sound like:

• Specific about which runners work well and which don't
• Identifies whether the issue is training, attitude, or experience
• Suggests what would improve the situation

What to do with the answer: If runners need training, arrange it. If specific runners consistently miss signals, work with them directly. The aboyeur shouldn't have to compensate for undertrained support staff.

"When there's tension between kitchen and floor over timing, how do you handle it? Do you feel like you have the authority to push back on both sides?"

The aboyeur sits at the intersection of kitchen and floor. When front of house pushes for faster service and the kitchen pushes back, the aboyeur absorbs the tension. This question reveals whether they feel empowered to manage both sides or whether they're being squeezed from both directions without support.

What good answers sound like:

• Describes specific strategies for managing competing demands
• Shows confidence in their authority to make timing calls
• Identifies situations where they feel their authority isn't respected

What to do with the answer: Clarify their authority explicitly. If they can push back on front of house chasing, confirm it. If they can tell a chef to refire without seeking permission, confirm that too. Clear authority prevents the aboyeur from becoming a punching bag.

Capture the team dynamics discussed, any scheduling insights, and concerns that need follow-up. Note CDP assessments carefully — these are useful for your own management decisions and for the aboyeur's performance review.

Growth and Development

These questions explore career aspirations and development needs. The answers shape how you invest in this aboyeur's growth.

"Do you see yourself staying in expediting long-term, or is this a step toward sous chef or head chef?"

There's no wrong answer, but the answer changes everything about how you develop them. A career expeditor needs mastery goals — speed, precision, communication systems, menu knowledge depth. An aspiring sous chef needs broader operational exposure — ordering, menu development, section management. Someone using expediting as a stepping stone still deserves investment, but you should be realistic about retention timelines.

What good answers sound like:

• Honest about their trajectory without feeling they need to perform loyalty
• Specific about what interests them, even if it's outside your kitchen
• Shows they've thought about it rather than just shrugging

What to do with the answer: If they want to stay at the pass, focus on excellence and mentoring responsibilities. If they want to move toward sous chef, involve them in section management and ordering. If it's a stepping stone, make their time valuable anyway — you'll get better work from an invested short-term employee than a disengaged long-term one.

"What would you need to learn to take the next step — wherever that step is?"

This surfaces their honest self-assessment. If they name something specific — menu costing, section leadership, supplier relationships — you've found a concrete development opportunity. If they say "nothing" or "I don't know," they may be disengaged or lack self-awareness, both worth exploring.

What good answers sound like:

• Names specific skills or knowledge gaps
• Shows ambition to improve rather than defensiveness about weaknesses
• Connects learning to career progression or personal satisfaction

What to do with the answer: Create a plan to build the skill they name. If it's menu development, involve them in recipe testing. If it's section management, give them a section to oversee during quiet services. If it's leadership, have them run a pre-service briefing.

"If you left tomorrow, what would you want to be known for here? What's your signature as an expeditor?"

This reveals what they take pride in and how they define their professional identity. It also shows whether they feel their contribution is recognised. An expeditor who struggles to answer may not feel valued. One who answers passionately is still engaged. The answer tells you what to protect and what to celebrate.

What good answers sound like:

• Names something specific about their approach or standards
• Shows pride in their craft and their contribution to the kitchen
• Reveals what motivates them beyond the payslip

What to do with the answer: Recognise whatever they name. If they're proud of their plating standards, tell the team. If they value their calm under pressure, acknowledge it during service. People stay where they feel seen.

Record their career direction, development interests, and any specific skills they want to build. This feeds directly into performance review objectives and helps you plan training investment.

Wellbeing and Support

These questions catch frustration, systemic failures, and unmet needs before they cause resignations. Ask them genuinely, not as a box-ticking exercise.

"What's the single most annoying thing about your current setup? If you could fix one thing by next week, what would it be?"

This cuts through politeness to their top priority. Whatever they name is the thing most likely to make them leave if it's not addressed. The "single most" and "by next week" framing forces them to prioritise rather than list everything, and commits you to urgency.

What good answers sound like:

• Names something specific and fixable rather than vague dissatisfaction
• Trusts you enough to be honest about genuine frustrations
• Differentiates between temporary annoyances and persistent problems

What to do with the answer: Fix it if you can. If you can't, explain why and offer alternatives. Either way, respond within 48 hours — speed of response matters more than the outcome.

"When service goes wrong, what's usually the root cause from where you're standing?"

The aboyeur has the best vantage point for diagnosing service failures. They see where tickets slow down, where communication breaks, where quality drops. This question taps their diagnostic expertise and shows you value their perspective on systemic problems.

What good answers sound like:

• Identifies root causes rather than symptoms
• Shows understanding of how problems cascade through the kitchen
• Suggests solutions rather than just naming problems

What to do with the answer: Take their diagnosis seriously. If they say the root cause is section understaffing during Saturday doubles, investigate. If they say it's front of house firing courses too quickly, address it. The aboyeur's view from the pass is often the most accurate diagnosis you'll get.

"Do you feel like front of house respects the pass timing, or are they constantly pushing for faster?"

FOH pressure on the pass creates a toxic dynamic. If waiters are constantly chasing plates, the aboyeur has two choices: rush food out before it's ready, or hold the line and absorb complaints. Neither is sustainable long-term. This question reveals whether the relationship between pass and floor is healthy.

What good answers sound like:

• Specific about which FOH team members respect timing and which push
• Honest about whether the pressure is reasonable or excessive
• Shows they understand FOH pressures alongside their own

What to do with the answer: If FOH is genuinely pushing too hard, address it at a team level. Set clear expectations about pass timing and make front of house understand that chasing slows service down. If the aboyeur is holding plates too long, that's a different conversation.

"Is there anything you need from me that you're not getting?"

This is the most important question in the section. It directly asks whether you're doing your job as their manager. Whatever they say, write it down. Then do it or explain why you can't — within 48 hours, not at the next one-to-one.

What good answers sound like:

• Specific and actionable ("I need you to back me up when I reject plates" rather than "more support")
• Trusts you enough to ask for something
• Acknowledges what you're already doing well alongside the gap

What to do with the answer: Deliver on it. Fast. If you make commitments and don't follow through, trust disappears and future one-to-ones become surface-level exercises.

Record frustrations, systemic diagnoses, and support requests. Flag anything that suggests burnout or flight risk — these notes are critical early-warning signs that need action, not just documentation.

Engagement Indicators

These are observational indicators you assess based on what you've seen during the week, not questions you ask directly. Tick each indicator that's genuinely present. Anything you can't tick is worth exploring — either in this meeting or through closer observation before the next one.

Maintaining usual quality standards on plates — Are they still rejecting substandard plates, or have they started letting things through? An aboyeur who stops sending food back hasn't changed their standards — they've stopped caring. This is one of the most significant disengagement signals in the kitchen.

Calling orders and correcting issues vocally — Are they still commanding the pass with clear, confident calls? Or have they gone quiet, relying on the ticket rail instead of their voice? A silent pass is a disengaged pass. The energy they bring to calling orders directly affects kitchen tempo.

Pushing back when standards slip — Do they still challenge chefs who send out poor plates, or have they stopped fighting? An aboyeur who accepts mediocrity from the kitchen has either given up or lost their authority. Either way, it needs addressing.

Sharing concerns and problems proactively — Are they still flagging issues before they become crises, or are they waiting for things to go wrong? Proactive communication is a strong engagement signal. Its absence means they've mentally checked out of the improvement loop.

Showing curiosity about competitors and industry — Do they still talk about other restaurants, new techniques, or industry trends? Or have they stopped caring about the wider culinary world? Curiosity indicates engagement beyond the daily grind.

Suggesting improvements and raising opinions — Do they still propose changes to the pass setup, ticket flow, or plating standards? Or have they stopped offering ideas? When someone stops suggesting improvements, they've decided their opinion doesn't matter here.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this aboyeur needs urgent attention — increase frequency to twice-weekly and focus on understanding what's changed.

Actions and Follow-Up

At the end of every one-to-one, summarise what you've both agreed to do. Say it out loud before you finish:

"So by next week I'm going to: [your actions]. And you're going to: [their actions]. Is that right?"

Then send a brief message confirming: "From today: I'm sorting [X] + [Y]. You're working on [Z]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Speak to pastry about plating consistency by Friday")
• Their commitments with deadlines (e.g., "Trial the new calling sequence during Tuesday service")
• Any items to escalate to the head chef or general manager
• Topics to revisit next time

Follow-through matters more than anything else in this template. If you promise something, tell them when you've done it — don't wait for the next meeting. Message: "Spoke to the kitchen about the ticket printer — engineer coming Thursday." Aboyeurs are used to working around problems that nobody fixes. Being reliable sets you apart. If you can't do something you promised, tell them immediately and offer an alternative.

Session Notes

Record your overall impressions from the conversation: patterns you're noticing, changes in their engagement or mood, anything you want to revisit in future sessions.

This is also where you note how your approach should adapt:

• First 90 days: 80% listening, 20% guiding. Focus on understanding their world.
• Established relationship: Push into development territory. Career conversations, leadership opportunities, skill-building.
• When things are going well: Share business context, ask for their input on operational decisions, acknowledge specific contributions.
• When things are struggling: Increase frequency, ask diagnostic questions, focus on support rather than criticism. Remove obstacles faster.

Over time, these session notes create a narrative of your working relationship — invaluable for performance reviews and progression decisions.

What's next

Once you've established regular one-to-ones, the conversations you have will feed directly into formal performance reviews. See our guide on Aboyeur performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

• Read our Aboyeur job description for the full scope of responsibilities
• Check out our Aboyeur onboarding guide if you're supporting someone in their first 90 days