How to Use the Bar Manager One-to-One Template

Why structured bar manager one-to-ones matter

Your bar manager runs a business within your business. They own the P&L, manage a team, design menus, control stock, and create the atmosphere that keeps guests returning. When they're thriving, your bar drives revenue, retains talented bartenders, and builds reputation. When they're struggling, you see rising pour costs, high turnover, inconsistent service, and a team that feels unsupported.

The challenge is that bar managers operate with significant autonomy. They make dozens of decisions daily about staffing, ordering, menu changes, and guest interactions without consulting you. Without structured one-to-ones, you'll only discover problems when they appear in the numbers — or when your bar manager hands in their notice because they felt unsupported.

This template structures your conversations around the areas that matter most for bar manager 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 bar manager 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 approve a budget for a new cocktail menu or agreed to look into staffing levels, check whether you followed through. Bar managers track what you promise — walking in without knowing what was agreed undermines your credibility as their leader.

Check recent performance data or feedback — Review the bar's weekly numbers: revenue, GP percentage, pour costs, labour percentage. Check for guest feedback about the bar — positive mentions of cocktails or atmosphere, complaints about wait times or drink quality. This takes five 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 the bar handle a busy Saturday without drama? Was the cocktail changeover smooth? Did you notice any tension between the bar team and FOH? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Message them mid-afternoon: "Catching up tomorrow at 3. Anything from the last fortnight you want to make sure we cover?" Bar managers are used to firefighting — giving them advance notice lets them think strategically rather than reactively. If they reply "all good," try: "How did the new menu launch feel from your side?"

Customisation tips:

• Fortnightly meetings work well for bar managers — they need time to implement changes between conversations
• 30 minutes is the right length. Bar managers have complex responsibilities that need proper discussion
• Meet in a quiet space away from the bar. An office is fine for management-level conversations, but keep it relaxed — not across a desk
• For new bar managers in their first six months, keep meetings weekly until they're settled and confident in the role

Their Agenda

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

Bar managers often have strategic concerns that don't surface during day-to-day operations — budget pressures, staffing worries, ideas for the menu, frustrations with suppliers. If they say "nothing major," don't fill the silence immediately. Count to five. Bar managers are often diplomatic by nature — they manage upward as well as downward — and may need a moment to decide whether to raise something real.

If they still don't open up, offer a specific prompt: "How's the balance between running the bar and managing the team feeling right now?" This separates the operational from the people side, which often unlocks a more honest conversation.

Once they're talking, ask "What else?" until they run out. Don't jump to solutions. Bar managers are problem-solvers — if they're bringing something to you, it's either because they need your authority, your budget, or your perspective. Listen first.

What to record: Their exact concerns in their own words. Don't translate into corporate language — "I'm spending more time behind the bar than managing my team" is more useful than "discussed role balance."

Role Performance

These four questions are designed to uncover how the bar operation is really running from your bar manager's perspective. Work through each one during the conversation and tick it off as you cover it.

"How's the P&L looking this month? Anything concerning or encouraging in the numbers?"

This opens a commercial conversation that tells you whether your bar manager truly owns their numbers. A strong bar manager will reference specific figures — revenue trends, GP movement, labour percentage shifts — without needing to look them up. They'll connect the numbers to operational decisions: "GP dropped 2% because we ran a promotion weekend, but revenue was up 15% so net contribution was better." If they shrug or give vague answers, they may not be engaging with the commercial side of their role.

What good answers sound like:

• References specific numbers and trends without prompting
• Connects financial performance to operational decisions they've made
• Identifies both problems and opportunities in the data

What to do with the answer: If they're commercially strong, give them more visibility — share venue-wide numbers, invite them to management meetings. If they're weak on numbers, this is a development priority. Consider pairing them with your finance function for a morning.

"Walk me through stock control right now. Are you happy with waste levels and pour costs?"

Stock control is the bar manager's daily discipline. This question reveals whether they have genuine grip on waste, variance, and ordering — or whether they're relying on the system without understanding what it's telling them. Pour cost trends, variance reports, and waste logs should be at their fingertips.

What good answers sound like:

• Knows current pour cost and how it compares to target
• Can explain any variance and what they're doing about it
• Has a system for monitoring waste that doesn't rely solely on periodic stocktakes

What to do with the answer: If they're on top of it, acknowledge it — stock control is unglamorous but critical. If there are gaps, discuss what support they need: better tools, more frequent counts, or training on variance analysis.

"How's the cocktail menu performing? Anything selling well, anything you'd cut?"

This question combines commercial awareness with creative engagement. A bar manager who cares about their menu will have strong opinions backed by data — what's selling, what's not moving, what has high margins, what guests are asking for. If they haven't reviewed menu performance recently, it suggests they're stuck in operational mode and not thinking strategically about the bar's offering.

What good answers sound like:

• Cites specific sales data for individual cocktails
• Has clear views on what to promote, adjust, or remove
• Balances creative interest with commercial reality

What to do with the answer: If they have ideas, enable them. Menu evolution keeps bar managers engaged and drives revenue. If they're not thinking about the menu, ask what's preventing them — it's usually time pressure or feeling they don't have permission to change things.

"What's one thing about the bar operation you'd change if you had complete authority? No constraints."

This reveals what frustrates them most and what they'd prioritise if politics, budget, and history weren't factors. The answer tells you what they find most limiting about their current situation. It might be equipment ("I'd replace the ice machine"), staffing ("I'd hire one more bartender for weekends"), process ("I'd change the ordering system"), or culture ("I'd run pre-shift briefings every day").

What good answers sound like:

• Names something specific and explains why it matters
• Shows strategic thinking about the bar's potential
• Connects the change to a measurable outcome

What to do with the answer: If it's achievable, make it happen — or explain the path to making it happen. If it's not possible right now, explain why honestly. Don't dismiss it. A bar manager who stops suggesting improvements has mentally checked out.

Record the key points from your discussion, focusing on commercial performance, operational grip, and strategic thinking. Note specific numbers they referenced — these are valuable evidence for performance reviews. If they raised concerns about systems or resources, capture those for follow-up.

Team and Relationships

These questions surface the dynamics that affect the entire bar operation — team health, supervisor effectiveness, talent development, and cross-department collaboration.

"What's your biggest concern about the team right now? Anyone you're worried about — performance, attitude, or flight risk?"

Bar managers see things you don't. They know who's struggling, who's disengaged, and who's about to leave. This question gives them space to share those observations honestly. If they say "everyone's fine," push gently: "Who would you be most worried about losing?" — even in a strong team, someone is always closer to the exit than others.

What good answers sound like:

• Names specific individuals with context for their concern
• Distinguishes between performance issues and personal struggles
• Has a plan or wants to discuss how to address it

What to do with the answer: Support their assessment and agree on actions. If they need to have a difficult conversation with someone, offer to help them prepare. If there's a flight risk, discuss retention strategies. Don't override their judgement without good reason — they know their team best.

"How's the relationship with your supervisors? Are they stepping up, or are you covering for gaps?"

This reveals whether the bar's leadership structure is working or whether the bar manager is absorbing responsibilities that should sit with supervisors. A bar manager who covers for weak supervisors burns out and can't focus on their own role. If they're spending shifts bartending because supervisors can't manage the floor, you need to know.

What good answers sound like:

• Honest assessment of each supervisor's strengths and weaknesses
• Specific examples of where supervisors step up or fall short
• Distinguishes between development needs and genuine capability gaps

What to do with the answer: If supervisors need development, discuss a plan. If they need replacing, have that conversation honestly. The bar manager shouldn't be compensating for structural weaknesses indefinitely.

"Who on your team has impressed you lately? Anyone I should be paying more attention to?"

This flips from problems to potential. Bar managers who spot and develop talent create succession pipelines and retention. The answer tells you who's performing well, who the bar manager invests in, and whether they're thinking about team development beyond immediate needs.

What good answers sound like:

• Names specific people with concrete examples of what impressed them
• Shows genuine pride in team members' growth
• Thinks about potential rather than just current performance

What to do with the answer: Acknowledge the people they name — send a message, mention them in a team meeting, or involve them in something visible. This reinforces that you value talent development and pay attention to what the bar manager tells you.

"How's the collaboration with the rest of the venue — restaurant, events, kitchen? Any friction?"

Bar-venue friction is common and corrosive. Restaurants blame slow drinks, bars blame unrealistic expectations, kitchens and bars compete for resources. This question surfaces whether collaboration is working or whether silos are forming. A bar manager who collaborates well across departments creates a better guest experience and a healthier working environment.

What good answers sound like:

• Honest about where collaboration works and where it doesn't
• Shows willingness to see other departments' perspectives
• Suggests solutions rather than just naming problems

What to do with the answer: If there's friction, facilitate a conversation between department heads. Don't let the bar manager fight interdepartmental battles alone — that's your job. If collaboration is strong, acknowledge it publicly.

Capture the team dynamics discussed, any concerns about specific individuals, and the health of cross-department relationships. Note any flight risks or development opportunities for team members — these feed into workforce planning and succession conversations.

Growth and Development

These questions explore career aspirations and development needs. The answers shape how you invest in your bar manager's growth and how long they're likely to stay.

"Do you see yourself staying in bar management long-term, or thinking about GM, multi-site, or something different?"

This question reveals their ambition and your retention timeline. A bar manager who wants to become a GM needs operational exposure beyond the bar. One who wants multi-site needs strategic skills and commercial acumen. One who loves bar management and wants to stay needs mastery goals — advanced certifications, competition entries, consultancy experience. Each path requires different investment from you.

What good answers sound like:

• Honest about their trajectory without performing loyalty
• Specific about what interests them, even if it's outside your venue
• Shows they've thought about it rather than just reacting

What to do with the answer: Match your development investment to their direction. If they want to be a GM, expose them to the full operation. If they love the bar, invest in their craft. If they're thinking about leaving, understand what would make them stay — and whether you can offer it.

"What skills do you want to develop this year? Where do you feel strongest and where do you want to grow?"

This reveals their self-awareness and development priorities. A bar manager who can honestly name their strengths and gaps is easier to develop than one who either can't see weaknesses or won't admit them. Listen for whether they focus on technical skills (cocktails, wine, spirits) or management skills (leadership, commercial, people development).

What good answers sound like:

• Names specific areas with honest self-assessment
• Balances technical and management development
• Connects skills to their career goals

What to do with the answer: Create a development plan around what they name. If they want financial acumen, involve them in budgeting. If they want leadership skills, send them on a course or pair them with a mentor. If they only focus on technical skills, gently probe whether management development matters to them.

"If I could give you one thing this year — training, budget, support, authority — what would make the biggest difference to you?"

This cuts through everything to their top priority. The answer reveals what they feel is most limiting about their current situation. If it's budget, they feel financially constrained. If it's authority, they feel micromanaged. If it's training, they want to grow. If it's support, they feel alone in the role.

What good answers sound like:

• Names one specific thing with clear reasoning
• Connects it to business outcomes, not just personal preference
• Shows they've thought about what would actually make a difference

What to do with the answer: Deliver on it if you can. If you can't, explain why and offer the closest alternative. Speed matters — if they ask for authority and you take three months to respond, they'll stop asking.

"Where do you see yourself in three years? Here, somewhere else, doing something different?"

The honest answer to this question is the most valuable piece of information in the entire one-to-one. If they're planning to leave within a year, you need to plan succession. If they want to grow within your organisation, you need to create the path. If they're uncertain, you have an opportunity to influence their decision.

What good answers sound like:

• Genuine honesty rather than what they think you want to hear
• Specific enough to be actionable
• Willing to have the conversation rather than deflecting

What to do with the answer: Don't react emotionally to any answer. If they want to leave, ask what would make them stay. If they want to progress, show them the path. If they're unsure, help them think through it — and make sure your venue is part of the options they're considering.

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

Wellbeing and Support

These questions catch frustration, resource constraints, and workload issues before they cause burnout or resignation. Ask them genuinely, not as a box-ticking exercise.

"What's the single most frustrating thing about running this bar? If you could fix one thing by next month, 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. Bar managers absorb a lot of frustration — equipment problems, budget constraints, staffing shortages, unclear authority — and this question gives them permission to name the one that matters most.

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 a realistic timeline. Either way, respond within a week — speed of response matters more than the outcome for maintaining trust.

"Do you have enough budget and authority to run the bar properly? Where do you feel constrained?"

Bar managers who feel constrained disengage. If they need to seek approval for every small purchase, if they can't make menu decisions without a committee, or if their staffing requests are consistently ignored, they'll either stop trying to improve things or leave for somewhere that gives them proper ownership.

What good answers sound like:

• Specific about where authority feels adequate and where it feels restricted
• Examples of situations where they wished they could act independently
• Shows good judgement about when to act and when to escalate

What to do with the answer: Clarify their authority explicitly. If they can approve purchases up to a certain amount, state the number. If they can change the menu within parameters, define those parameters. Clear boundaries empower; vague expectations frustrate.

"How's your workload? Are you managing the bar or just surviving it?"

Burnout is a real risk for bar managers. They work long hours, manage complex operations, and carry the emotional weight of their team. This question checks whether their workload is sustainable. A bar manager who's just surviving will eventually make mistakes, lose patience with their team, or simply leave.

What good answers sound like:

• Honest about energy levels rather than performing resilience
• Identifies specific shifts, weeks, or tasks that drain them
• Distinguishes between "good busy" and "bad busy"

What to do with the answer: If they're struggling, look at what you can remove from their plate. Can a supervisor take on more? Can admin tasks be streamlined? Can you adjust their rota? Small changes prevent burnout — waiting for a crisis is too late.

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

This directly asks whether you're doing your job as their leader. Whatever they say, write it down. Then deliver on it or explain why you can't — within a week, not at the next one-to-one.

What good answers sound like:

• Specific and actionable rather than vague
• 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. Bar managers are used to being the most reliable person in the room — show them that reliability works both ways.

Record energy levels, frustrations, 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.

Bringing new menu ideas and improvement suggestions — Is your bar manager still generating ideas for cocktails, serves, promotions, or operational improvements? A bar manager who has stopped suggesting things has either been shut down too many times or has mentally disengaged from the venue's future. Creative energy is one of the strongest engagement signals in this role.

Maintaining visible presence on the floor — Are they spending time on the bar floor during service, engaging with guests and supporting bartenders? Or have they retreated to the office? A bar manager who's always behind a desk has lost connection with the operation. The best bar managers balance administration with floor presence.

Actively developing bartenders and team members — Are they coaching, training, and investing in their team? Do they run tastings, share knowledge, and push bartenders to improve? A bar manager who stops developing their team has either given up on them or is too overwhelmed to invest.

Making decisions confidently within their authority — Do they act decisively on staffing, menu changes, and operational issues? Or do they escalate everything upward? Confident decision-making indicates ownership and engagement. Excessive escalation suggests either unclear authority or declining confidence.

Engaging positively about other venues and opportunities — Do they talk about the industry with enthusiasm, visit other bars for inspiration, and bring ideas back? Or have they stopped engaging with the wider bar world? A bar manager who's curious about the industry is invested in their craft. One who's stopped looking outward may be disengaging.

Accepting optional training and development opportunities — Do they attend industry events, pursue certifications, or engage with learning opportunities? Or do they decline everything? A bar manager who's still investing in their own development is planning a future in this industry.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this bar manager needs urgent attention — increase frequency to 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 time 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., "Approve cocktail menu budget by Friday")
• Their commitments with deadlines (e.g., "Present revised stock control process next meeting")
• Any items to escalate to senior leadership
• Topics to revisit next time

Follow-through matters more than anything else in this template. Bar managers judge you by whether you deliver on what you promise. They're used to managing upward with diplomacy — if they've asked for something directly, it matters to them. Respond quickly and visibly. 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 commercial focus, anything you want to revisit in future sessions.

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

• First 6 months: Focus on understanding how they run the bar. Ask more, direct less. Learn their style before trying to change it.
• Established relationship: Push into strategic territory. Venue-wide thinking, commercial development, leadership growth.
• When things are going well: Share more business context, involve them in venue-level decisions, acknowledge their commercial impact.
• When things are struggling: Increase frequency, ask diagnostic questions, focus on removing obstacles. Don't micromanage — diagnose.

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 Bar Manager performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

• Read our Bar Manager job description for the full scope of responsibilities
• Check out our Bar Manager onboarding guide if you're supporting someone in their first 90 days
• See our Bar Manager interview questions if you're hiring for this role