How to Use the Bartender One-to-One Template

Why structured bartender one-to-ones matter

Your bartenders set the tone for an entire evening. They're the first face guests see at the bar, the person who remembers regulars' orders, and the one who keeps drinks flowing when the floor is three-deep. When they're engaged and confident, the atmosphere is electric. When they're disengaged or frustrated, service slows, drink quality drops, and the bar loses its energy.

The problem is that bartenders work in controlled chaos. They're simultaneously making drinks, managing orders, engaging with guests, and keeping the bar clean — often while music is thumping and conversations are shouting over them. There's no natural pause for reflection. Without intentional one-to-ones, you'll only discover problems when pour costs spike, when a regular stops coming, or when your best bartender hands in their notice.

This template structures your weekly conversations around the areas that matter most for bartender 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 bartender 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 look into the speed rail layout or speak to the barback about ice levels, check whether you followed through. Walking in without knowing what was agreed last time undermines the entire process.

Check recent performance data or feedback — Glance at till reports from the past week: drinks per hour, pour cost data, till discrepancies. Check for guest feedback mentioning the bar — positive or negative. 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 rush particularly well? Were they slow on a specific cocktail? Did they engage brilliantly with a group or seem flat during a quiet Wednesday? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Text them mid-afternoon: "Hey — we're catching up at 5. Anything from the weekend I should know about?" This gives them time to think. Bartenders spend shifts reacting; asking them to suddenly reflect requires mental preparation. If they reply "all good," try: "What was the hairiest moment behind the bar on Saturday?" Everyone has one.

Customisation tips:

• Schedule at the same time weekly — 5pm works well for evening bars, after afternoon prep and before the rush
• 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
• Sit at a quiet end of the bar or a table nearby. Don't use a back office — it feels formal. Keep it in their territory
• 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: "How did the bar feel on Saturday night? Talk me through the busiest hour." The specific framing works because "How was your week?" is too vague for someone who served 200 drinks in a shift.

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 — new cocktail specs, upcoming events, stock issues — mention them at the start so they know it's coming, then let them go first: "I want to talk about the new menu launch 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 ice well runs out by 10pm every Friday" captures reality better than "discussed bar supply issues."

Role Performance

These four questions are designed to uncover how service actually feels from behind the bar. Work through each one during the conversation and tick it off as you cover it.

"How did Saturday night feel behind the bar? Were you set up properly before the rush hit?"

This opens up a conversation about preparation and service pressure in one go. If their prep was solid but the rush still overwhelmed them, it's a capacity issue. If they weren't set up properly, it's a process issue. The way they describe the night tells you whether they felt in control or surviving — and that difference matters for retention.

What good answers sound like:

• Describes the shift with specific detail — what went well, what went wrong, when things got hard
• Mentions their prep routine and whether it was adequate
• Shows awareness of what they'd change for next time

What to do with the answer: If prep is consistently the issue, review the opening checklist together. If capacity is the problem, look at staffing levels. If they felt great, acknowledge it — bartenders rarely hear that their setup was excellent.

"Any drinks on the menu that are slowing you down? Anything you'd tweak for speed without losing quality?"

Every cocktail menu has at least one drink that's a nightmare in a rush — too many steps, obscure ingredients, awkward garnish. Your bartender knows which ones they are. This question gives them permission to be honest about the menu from an operational perspective, not just a flavour one.

What good answers sound like:

• Names specific drinks with clear reasons ("the smoked old fashioned takes 45 seconds with the cloche — that's death when there's a queue")
• Suggests practical solutions rather than just complaining
• Balances speed with quality — they're not asking to cut corners, they're asking to work smarter

What to do with the answer: Take it seriously. If a drink is consistently causing delays, work with them on a faster build or prep solution. If it's a garnish issue, simplify. The bartender making the drink 80 times a night knows things the person who designed it doesn't.

"Which cocktail on the menu are you most proud of making? Which do you avoid recommending?"

This reveals both confidence and product knowledge. The drink they're proud of tells you where their passion sits. The drink they avoid tells you where their confidence drops — and that's a training opportunity. A bartender who avoids recommending a signature cocktail is costing you revenue and needs support, not criticism.

What good answers sound like:

• Enthusiastic about at least one drink with genuine pride in the execution
• Honest about which drinks they find difficult or don't enjoy making
• Shows awareness of how their recommendations affect guest experience and sales

What to do with the answer: Build on their strengths. If they love making a particular style, let them develop a special. If they avoid a drink, practise it together outside of service — repetition builds confidence.

"How's the bar set up working for you? Anything you'd move or change about the layout?"

Bar layout directly affects speed, posture, and frustration. A bartender who's reaching across their body for the most-used spirit 200 times a night is slower and more tired than one whose rail is in the right order. They notice these things but rarely mention them because "it's always been this way."

What good answers sound like:

• Identifies specific layout issues with practical reasoning ("the bitters are behind the till — I'm reaching over customers to grab them")
• Suggests changes that would improve flow during service
• Shows awareness of how the setup affects speed and efficiency

What to do with the answer: Small layout changes can make a significant difference. If they suggest moving something, try it for a week. The bartender working the station every night has better insight into optimal layout than anyone else.

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 drink they're struggling with or a layout change that would help, capture that detail.

Team and Relationships

These questions surface the dynamics that affect service quality — barback support, colleague partnerships, team backup, and difficult customers.

"How's the barback support working? Are you getting what you need when you need it?"

A bartender is only as fast as their support. If the ice well is empty, the garnishes aren't prepped, or the glassware isn't coming back fast enough, the bartender absorbs the delay — and the frustration. This question surfaces whether the support system is working or whether your bartender is compensating for gaps.

What good answers sound like:

• Specific about what's working and what isn't ("ice is fine but I'm cutting my own garnishes mid-service")
• Distinguishes between the barback's effort and the system ("they're working hard but there's too much for one person on Saturdays")
• Offers suggestions for improvement

What to do with the answer: If it's a training issue, address it with the barback. If it's a capacity issue, you need more support on busy nights. Don't make the bartender manage the barback — that's your job.

"Who do you work best with on shift? Who's harder to sync with?"

Some bartender pairings flow naturally — they anticipate each other's movements, share the well, and keep the energy up. Others create friction and bottlenecks. Understanding these dynamics helps you schedule more effectively and identify relationships that need attention.

What good answers sound like:

• Names specific colleagues and explains what makes the partnership work or struggle
• Focuses on work style differences rather than personal complaints
• Shows awareness of their own contribution to team dynamics

What to do with the answer: Use scheduling insight where possible. If two bartenders clash behind a small bar, don't schedule them together on the busiest night. If there's genuine friction, address it directly rather than just working around it.

"When the bar's slammed and you need help, does the team step up? Or do you feel like you're on your own?"

This reveals whether there's genuine team support or a "my side of the bar" culture. A bar where bartenders only focus on their own orders falls apart during rushes. A bar where everyone helps — taking orders, running drinks, restocking — creates seamless service even when it's three-deep.

What good answers sound like:

• Specific examples of colleagues helping or not helping during pressure moments
• Distinguishes between individuals who step up and those who don't
• Acknowledges their own contribution to team backup

What to do with the answer: If support is lacking, address it at team level. Make clear that when the bar is slammed, everyone helps — regardless of whose orders they are. This is a culture issue, not an individual one.

"Any customers who've been difficult lately? Anyone you dread seeing walk in?"

Bartenders deal with intoxicated, rude, and demanding customers regularly. A difficult regular who appears every Friday night becomes a burden that affects mood, energy, and willingness to work certain shifts. This question gives permission to raise something they might otherwise just endure.

What good answers sound like:

• Names specific situations rather than general complaints about customers
• Describes what makes the customer difficult (behaviour, not personality)
• Has tried to handle it themselves before raising it

What to do with the answer: If a regular is genuinely problematic — aggressive, overly intoxicated, harassing staff — you need to intervene. Your bartender shouldn't dread working because of a specific customer. Discuss handling strategies, and be prepared to step in personally.

Capture the team dynamics discussed, any scheduling insights, and barback support issues. Note customer concerns carefully — these often recur and are important context for retention conversations.

Growth and Development

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

"Do you see bartending as your career, or a path to something else? There's no wrong answer."

Some bartenders are building a lifelong craft. Others are using it to fund something else. Both are valid, but the answer changes how you develop them. A career bartender needs mastery goals — spirits certifications, menu development involvement, competition experience. Someone heading toward bar management needs operational exposure. Someone using bartending as a stepping stone still deserves investment — you'll get better work from an engaged short-term employee than a disengaged long-term one.

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 venue
• Shows they've thought about it rather than just shrugging

What to do with the answer: If they want to stay behind the bar, focus on mastery — spirits knowledge, cocktail development, guest connection. If they want management, involve them in ordering, costing, and scheduling. If it's a stepping stone, make their time valuable anyway.

"What's one thing you'd change about our cocktail menu if you could?"

This tests creative engagement and product ownership. A bartender who has opinions about the menu is invested. One who shrugs doesn't care enough — or doesn't feel empowered to have opinions. Either way, it tells you something important.

What good answers sound like:

• Names a specific change with reasoning ("the espresso martini spec uses too much simple — it's cloying after two sips")
• Considers both guest preference and operational impact
• Shows genuine interest in the drinks they're making

What to do with the answer: If the suggestion is good, implement it — and credit them. If it's not practical, explain why and ask them to refine it. Either way, you've signalled that their opinion matters.

"If you could get really good at one aspect of bartending — spirits knowledge, speed, cocktail creation, guest connection — what would you pick?"

This reveals where their passion sits and what development they'd actually engage with. Sending someone on a spirits course when they want to get faster is wasted investment. Asking them to work on speed when they want to develop cocktails creates frustration. Match the development to their interest.

What good answers sound like:

• Names a specific area with genuine enthusiasm
• Connects it to their career goals or personal satisfaction
• Shows self-awareness about where they're strong and where they want to grow

What to do with the answer: Create a plan to build the skill they name. If it's spirits knowledge, arrange tastings or a WSET course. If it's speed, work on workflow and station setup. If it's cocktail creation, involve them in menu development.

"Where do you see yourself in two 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, you can make their remaining time positive and plan for replacement. If they want to stay, you can build a 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 ("I'd like to be running this bar" or "I'm thinking about opening my own place")
• 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 don't know, help them think through it.

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 burnout, frustration, and unmet needs before they cause resignations. Ask them genuinely, not as a box-ticking exercise.

"What's the single most annoying thing about working behind this bar? 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" framing forces them to prioritise rather than list everything. The "by next week" adds urgency — you're signalling that you'll actually do something about it.

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.

"How are you doing with the pace? Are shifts sustainable, or are you wiped by the end?"

Burnout is a leading cause of bartender turnover. Late nights, loud environments, constant standing, and the physical demands of shaking and pouring take a cumulative toll. A bartender who's exhausted by closing every shift is giving worse service and looking for the exit.

What good answers sound like:

• Honest about energy levels rather than performing toughness
• Identifies specific shifts or patterns that drain them ("double Fridays into Saturday opens are killing me")
• Distinguishes between "good tired" (busy but satisfying) and "bad tired" (exhausted and resentful)

What to do with the answer: If they're exhausted, look at their schedule. Review double frequency, break timing, and closing procedures. Can you rotate who does the late close? Can prep be shared so they're not arriving early and leaving late?

"Do you feel like you have enough decision-making power? Can you make calls about drinks, guests, issues, or do you have to check everything?"

Bartenders who can't make decisions feel micromanaged and slow. If they need to find a manager every time a guest complains about a drink or asks for something off-menu, service suffers and their confidence erodes. This question reveals whether you've given them enough autonomy.

What good answers sound like:

• Clear about where they feel empowered and where they feel restricted
• Gives 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. Give them more where appropriate — "You can remake any drink without asking me. You can offer a round on the house if someone's had a bad experience. Anything over £50, check with me." Clear boundaries are better than vague expectations.

"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 fix the speed rail" 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 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.

Recommending drinks to guests naturally — Are they still suggesting cocktails, spirits, and pairings as part of natural conversation? A bartender who stops recommending has either lost confidence in the menu or lost interest in the role. This is one of the earliest and most reliable disengagement signals, and it directly affects your revenue.

Engaging with guests warmly, chatting, making eye contact — Are they still creating genuine connections with guests, or has service become transactional? A bartender who used to chat with regulars but now just pours and moves on is showing disengagement. Pay attention to whether they're reading the room — engaging groups, giving space to solo drinkers, creating atmosphere.

Taking care with drink quality, garnishes, presentation — Is every drink still getting the same attention, or are garnishes getting sloppy and measures getting loose? A decline in presentation standards is often the first visible sign that someone has mentally checked out. They haven't forgotten how — they've stopped caring.

Arriving on time, staying engaged through the shift — Are they arriving ready for service or cutting it fine? Do they stay engaged through quieter periods or start clock-watching? Punctuality and sustained engagement indicate someone who values being here.

Mentioning and discussing improvements or new ideas — Are they still suggesting menu changes, workflow improvements, or event ideas? A bartender who used to have opinions about everything but has gone quiet is either frustrated that nothing changes or has stopped investing in the venue.

Showing interest in development or feedback — Do they ask questions, seek feedback, or show curiosity about improving? Or have development conversations gone flat? A bartender who shrugs at training opportunities has either given up on growing here or decided they're leaving.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this bartender 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 text 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., "Rearrange speed rail by Friday")
• Their commitments with deadlines (e.g., "Practise the new espresso martini spec before Saturday")
• Any items to escalate to your 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. Text: "Speed rail is sorted — bitters moved to the left, new garnish tray in place." Bartenders are used to managers who don't follow through. 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. Spirits knowledge, cocktail creation, bar management exposure.
• When things are going well: Share business context, ask for their input on menu 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 Bartender performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

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