How to Use the Chef de Partie One-to-One Template

Why structured chef de partie one-to-ones matter

Your chefs de partie are the operational core of your kitchen. Each one owns a section — starters, mains, pastry, grill — and is responsible for everything that leaves it: consistency, timing, plating, and training the commis who work alongside them. When a CDP is performing well, their section runs like clockwork. When they're struggling, the entire service feels it.

The problem is that kitchens don't naturally create space for conversation. Service is intense, prep is focused, and the culture often values stoicism over honesty. A CDP might be struggling with their commis, frustrated by equipment, or burned out by doubles — but they won't mention it because the kitchen expectation is to just get on with it. Without intentional one-to-ones, you'll only discover problems when consistency drops, when refires spike, or when they accept a job at another restaurant.

This template structures your weekly conversations around the areas that matter most for CDP 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 chef de partie 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 replacing a piece of equipment or speak to the sous about prep time allocation, 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 their section's performance from the past week: refire rate, waste levels, ticket times, any dishes that were sent back. Check for feedback from the pass — 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 their section run smoothly on Saturday? Were they struggling with a specific dish? Did they handle their commis well or snap under pressure? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Text them at 2pm: "Hey — we're catching up at 3. Anything from the weekend services I should know about before we sit down?" This gives them time to think. CDPs spend their shifts in focused production; asking them to suddenly reflect requires a gear change. If they reply "all good," try: "What was the hardest ticket you got on Saturday? Talk me through it."

Customisation tips:

• Schedule at the same time weekly — 3pm works well for kitchens, between services when they can step away
• 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 in the kitchen. They need to be out of their section to think clearly. A coffee somewhere quiet works better than standing by the pass
• 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. Kitchen culture often trains people to suppress frustrations. If they still don't, offer a specific opener: "Talk me through Saturday's service on your section. Where did it feel smooth, where did it feel rough?" The specific framing works because "How was your week?" is too vague for someone who cooked 300 covers.

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, new suppliers, section rotations — mention them at the start so they know it's coming, then let them go first: "I want to talk about the new starter dish 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 — "my commis can't julienne and I'm redoing everything" captures reality better than "discussed commis development."

Role Performance

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

"Walk me through your mise en place checklist. What absolutely has to be done before service starts, and are you getting the time to do it?"

This question reveals whether their prep time is adequate and whether the system supports them or leaves them starting service already behind. A CDP who's rushing mise en place will carry that stress into service — and it shows in consistency. If they're consistently finishing prep with time to spare, they're managing their section well. If they're always scrambling, the problem is likely systemic.

What good answers sound like:

• Lists their critical prep items with specific time requirements
• Identifies what consistently runs short or causes delays
• Shows awareness of what's non-negotiable versus what can flex

What to do with the answer: If prep time is consistently insufficient, review the schedule. Can their shift start 30 minutes earlier? Can any prep be done the day before? Is their commis helping effectively or creating additional work? Fix the system, not just the symptom.

"Which dish on your section takes the longest to recover from when you're slammed? What makes it difficult?"

Every section has a dish that's a nightmare during a rush — complex technique, long cook time, multiple components, or fragile plating. The CDP knows which one it is. This question surfaces operational bottlenecks and gives you insight into where the menu creates unnecessary pressure on the section.

What good answers sound like:

• Names a specific dish with clear technical reasoning for the difficulty
• Explains how the dish affects their flow when orders stack up
• Suggests what would help — prep changes, equipment, timing adjustments

What to do with the answer: If a dish is consistently causing delays and stress, review it with the head chef. Can any components be prepped further in advance? Can the technique be simplified without losing quality? The CDP running the section 80 times a week has insights the person who designed the dish might not.

"When the pass calls an all-day of [their hardest dish], what's going through your mind? Walk me through your process."

This goes deeper than the previous question — it asks them to describe their mental process under pressure. How they think during a rush tells you about their organisation, composure, and section management. A CDP who can articulate their process clearly is in control. One who says "I just panic and hope for the best" needs support.

What good answers sound like:

• Walks through their mental sequence step by step
• Shows they have a system for prioritising and recovering
• Identifies specific moments where things could go wrong and how they prevent it

What to do with the answer: If their process is solid, acknowledge it — CDPs rarely get recognition for mental composure under fire. If they're struggling with prioritisation, work through scenarios together outside of service. If the problem is consistent, it might be a section design issue rather than a personal one.

"How's your equipment? Anything on your section that's making life harder than it needs to be?"

Broken or inadequate equipment is one of the most common silent frustrations for CDPs. A burner that doesn't heat evenly, a prep fridge that runs warm, or a mandoline that's seen better days all affect speed, consistency, and safety. CDPs often work around these issues because "that's how it's always been."

What good answers sound like:

• Names specific equipment issues with practical impact ("the third burner on my range runs 20 degrees low — I can't sear on it properly")
• Distinguishes between inconvenience and genuine operational impact
• Prioritises what would make the biggest difference

What to do with the answer: Fix it or replace it. Equipment issues are concrete, solvable problems. A chef de partie who's been asking for a new mandoline for three months and not getting one has learned that asking doesn't work — and that erodes trust in everything 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 prep time issue or an equipment problem, capture that detail.

Team and Relationships

These questions surface the dynamics that affect kitchen performance — commis development, sous chef support, CDP relationships, and feedback from the pass.

"How's your commis working out? Are they helping you or are you having to manage around them?"

A CDP's commis is either their greatest asset or their biggest burden. A good commis takes work off the CDP's plate, allowing them to focus on execution and quality. A weak commis creates additional work — redoing prep, correcting mistakes, slowing the section down. This question surfaces the reality of that relationship.

What good answers sound like:

• Specific about what the commis does well and where they fall short
• Shows investment in developing them rather than just complaining
• Identifies what training or support would help

What to do with the answer: If the commis needs training, plan it. If they're consistently underperforming despite support, that's a different conversation. Don't leave the CDP to manage a struggling commis alone — that's a management responsibility, and it burns out good CDPs.

"How's your relationship with the sous? Do you feel backed when you make calls on your section?"

The CDP-sous chef relationship is critical. A CDP needs to feel that the sous has their back when they make section decisions — substitutions, timing calls, quality judgements. If the sous overrides them publicly or doesn't support them when things go wrong, the CDP loses authority and confidence.

What good answers sound like:

• Honest about the dynamic without being political
• Names specific examples of support or lack of support
• Shows respect for the sous while being truthful about the relationship

What to do with the answer: If the relationship is strong, great. If the CDP feels undermined, speak to the sous — not to take sides, but to ensure the CDP has appropriate authority on their section. CDPs who feel backed perform better.

"How are the other CDPs to work with? Anyone you'd rather not be next to during a busy service?"

Kitchen friction between CDPs creates service problems — delayed handoffs, poor communication, and a tense atmosphere that affects everyone. Understanding these dynamics helps you manage the kitchen as a team rather than a collection of isolated sections.

What good answers sound like:

• Names specific colleagues with honest assessment of working dynamics
• Focuses on operational impact rather than personal grudges
• Shows awareness that friction affects the whole kitchen

What to do with the answer: If two CDPs consistently clash, address it directly. Don't just rearrange sections to avoid the problem. If the friction is about standards or pace, mediate. If it's personal, set clear expectations about professional behaviour.

"When the pass sends something back from your section, how does that feedback reach you? Is it helpful or just stressful?"

Returns and refires are an inevitable part of kitchen life. How the feedback reaches the CDP matters enormously. Constructive feedback — "the fish was over, refire please" — helps them adjust. Public humiliation — shouting across the kitchen — creates stress and resentment. This question surfaces whether feedback culture on the pass is productive or destructive.

What good answers sound like:

• Describes how feedback actually arrives, not how it should arrive
• Distinguishes between feedback that helps them improve and feedback that just adds pressure
• Shows professional resilience while being honest about what's not working

What to do with the answer: If feedback from the pass is consistently delivered poorly, address it. A CDP who dreads returns because of how they're communicated will start hiding mistakes rather than learning from them. That's worse for everyone.

Capture the team dynamics discussed, commis development needs, and any friction points. Note feedback culture concerns carefully — these affect the whole kitchen, not just this CDP.

Growth and Development

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

"Where do you see yourself going from here — sous chef, head chef, different section, your own place?"

CDPs are typically ambitious — they've already progressed through commis and are building toward something bigger. Understanding their trajectory helps you develop them appropriately. A CDP aiming for sous chef needs leadership and operational exposure. One who wants to open their own place needs business understanding. One who wants to master their section needs depth rather than breadth.

What good answers sound like:

• Honest about their trajectory with genuine ambition
• Specific about what interests them, even if it's outside your kitchen
• Shows they've thought about it beyond vague aspiration

What to do with the answer: Match development to their direction. If they want to be a sous chef, give them operational responsibilities — ordering, menu costing, shift management. If they want their own place, talk about the business side. If they want section mastery, find opportunities to deepen their expertise.

"What would you need to learn to be ready for the next step — wherever that is?"

This surfaces their honest self-assessment. If they name something specific — pastry technique, leadership, menu development, cost management — you've found a concrete development opportunity. If they say "nothing" or "I don't know," they may be overconfident, disengaged, or simply haven't thought about it.

What good answers sound like:

• Names specific skills or knowledge gaps with honest self-awareness
• Connects learning to their career goals
• Shows ambition to improve rather than defensiveness about weaknesses

What to do with the answer: Create a plan to build the skill they name. If it's leadership, give them more commis responsibility. If it's a technique, arrange for exposure — a stage, a masterclass, or working alongside someone with that expertise. If it's menu development, involve them in the next menu cycle.

"Is there a technique or style you want to learn that you're not getting to practise here?"

This reveals whether your kitchen is developing them or limiting them. A CDP on the grill section who wants to learn pastry will eventually leave for a kitchen that offers that exposure. Understanding what they're hungry to learn — and whether your kitchen can provide it — helps you retain them or prepare honestly for their departure.

What good answers sound like:

• Names a specific technique or cuisine style with genuine enthusiasm
• Explains why it interests them and how it connects to their goals
• Shows they've thought about how to get there

What to do with the answer: If you can offer the exposure, do it — section rotations, special event menus, development time. If you genuinely can't, be honest and help them find other ways to learn. A CDP who feels trapped on the same section indefinitely will leave.

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. Kitchen culture often discourages vulnerability — create space for honesty.

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

This cuts through kitchen stoicism to their top priority. Whatever they name is the thing most likely to affect their performance and retention if it's not addressed. The "single most" framing forces them to prioritise. The "by next week" signals that you'll act.

What good answers sound like:

• Names something specific and fixable rather than vague frustration
• Trusts you enough to be honest in a culture that discourages complaint
• 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.

"Are you getting enough prep time, or are you walking into service already behind?"

This is one of the most important questions for a CDP. Starting service behind on prep is like starting a race with a weight strapped to your back — you're fighting to catch up all night. If this is happening regularly, the schedule or workload is wrong, and the CDP is absorbing the system's failure through stress and longer hours.

What good answers sound like:

• Honest about whether prep time is adequate, not just survivable
• Identifies specific days or dishes where time runs short
• Distinguishes between normal hustle and unsustainable pressure

What to do with the answer: If prep time is consistently insufficient, fix it. Earlier starts, better commis allocation, or moving prep to the day before. Don't accept "it's fine, I just stay late" as a solution — that's burnout waiting to happen.

"When service goes sideways on your section, who helps you? Do you feel like you can call for support?"

Kitchen hierarchy can create isolation. A CDP who's struggling during service but can't call for help — because asking is seen as weakness, because the sous is busy, because other CDPs have their own problems — will either burn out or start making mistakes. This question reveals whether the support system works.

What good answers sound like:

• Specific about who helps and who doesn't
• Honest about whether they feel comfortable asking for support
• Shows awareness of when they need help versus when they're just busy

What to do with the answer: If they feel they can't ask for help, that's a culture problem you need to address. Make it clear that calling for support when you're in the weeds is professional, not weak. Build it into the kitchen culture — strong teams help each other.

"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 my commis trained on brunoise before next week" 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, prep time concerns, 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 dishes to usual plated standard, fewer refires — Is every plate leaving their section still hitting the standard, or has quality started slipping? Subtle declines in plating precision, portion control, or garnish execution are often the first sign of disengagement. They haven't forgotten how — they've stopped caring. Track refire rate as an objective indicator.

Communicating vocally during service, calling timings to pass — Are they still calling their timings, communicating with the pass, and coordinating with other sections? Or have they gone quiet? A CDP who stops communicating during service is either overwhelmed or disengaged. Either way, it affects the kitchen's rhythm and needs attention.

Supervising commis, correcting mistakes, maintaining standards — Are they still actively developing their commis — correcting technique, explaining why, maintaining standards? Or have they given up and started doing everything themselves? A CDP who stops teaching has either lost patience or lost investment in the role.

Showing interest in new dishes and menu development — Do they still get excited about menu changes? Are they suggesting dishes, trying new techniques, or asking to be involved in development? A CDP who used to have opinions about every dish but has gone quiet is either frustrated or disengaged.

Staying engaged beyond shift end for handover — Are they doing a proper handover to the next section or walking out the moment their shift ends? Handover quality is a reliable engagement indicator — someone who cares about their section cares about how it's left for the next person.

Showing interest in other restaurants and what they offer — Do they still talk about food? About restaurants they've visited, techniques they've seen, trends they're following? A chef who stops being curious about food has either burned out or is cooking on autopilot. Neither is good.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this chef de partie 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., "Get the third burner serviced by Thursday")
• Their commitments with deadlines (e.g., "Write up the mise en place checklist for the commis by Monday")
• Any items to escalate to the head chef
• 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: "Burner is getting serviced Wednesday morning — should be sorted for Thursday service." CDPs are used to promises that don't materialise. 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 section and how they work.
• Established relationship: Push into development territory. Sous chef responsibilities, menu development, leadership skills.
• When things are going well: Share kitchen 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 Chef de Partie performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

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