How to Use the Executive Chef One-to-One Template

Why structured executive chef one-to-ones matter

Your executive chef oversees the entire culinary operation across your sites. They set the food vision, develop head chefs, manage food costs at scale, and ensure brand consistency from kitchen to kitchen. When they're thriving, every site delivers excellent food, costs are controlled, and your head chefs are developing into leaders. When they're struggling, quality drifts between sites, food costs creep up, and head chefs feel unsupported or unchallenged.

The challenge is that executive chefs operate at a strategic level with significant autonomy. They spend their time moving between sites, managing relationships upward with ownership and downward with head chefs, and thinking about the food at a macro level. Without intentional one-to-ones, you'll only discover misalignment when it shows up in the numbers — or when they take their talent elsewhere.

This template structures your conversations around the areas that matter most for executive chef 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 executive chef 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 capex request for new equipment or support their recommendation on a head chef change, 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 food cost reports across all sites from the past fortnight. Check guest satisfaction scores for food quality. Has any site received an EHO visit or food safety concern? Have any head chefs raised issues? 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 across the operation. Did they handle a difficult head chef situation well? Were they present in the kitchens or stuck in meetings? Did they bring creative energy to a menu review or seem disengaged? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Email them 48 hours ahead: "Hey — we're catching up on [day]. What's keeping you up at night?" This gives them time to think strategically rather than reactively. Executive chefs spend their days solving operational problems; asking them to step back and reflect on the bigger picture requires preparation. If they reply "all good," try: "What's the biggest gap between where the food is and where you want it to be?" Everyone has one.

Customisation tips:

• Schedule at the same time fortnightly — Tuesday or Wednesday afternoons work well, never around service times
• 30-45 minutes is appropriate for an executive chef, given the strategic scope of the conversation
• Meet in a private space away from any kitchen. This is a strategic peer conversation, not an operational check-in
• For the first 90 days in a new role, keep these weekly. After that, fortnightly is standard for an established executive chef

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: "When you last walked through [site name], what concerned you most?" The specific framing works because "How are things?" is too vague for someone managing five kitchens and twenty chefs.

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 strategic view, not managing it.

If you have items to cover — board feedback, financial targets, site plans — mention them at the start so they know it's coming, then let them go first: "I want to talk about the Q3 food cost target before we finish, but first — what's been on your mind since last time?"

What to record: Their exact concerns in their own words. Don't paraphrase into corporate language — "Site B's head chef is coasting and the food shows it" captures reality better than "discussed Site B quality standards."

Role Performance

These four questions are designed to uncover how the executive chef role actually feels from their position. Work through each one during the conversation and tick it off as you cover it.

"Walk me through how you're spending your time across the sites. Is the balance right?"

This reveals whether they're allocating their most valuable resource — their time — effectively. An executive chef who spends too long at one site is neglecting others. One who's constantly in meetings isn't in kitchens. One who's spread too thin across too many sites can't give any of them the attention they need. Understanding their time allocation tells you whether the operational structure supports their role.

What good answers sound like:

• Describes their weekly pattern with specifics about where they spend time
• Identifies where the balance isn't right and what's causing the imbalance
• Shows strategic thinking about where their presence creates the most value

What to do with the answer: If their time is being consumed by one problem site, help solve the underlying issue. If meetings are eating their kitchen time, reduce the meeting load. If they're spread too thin, discuss whether the number of sites is realistic for one executive chef.

"When you look at the food across all sites, what's the biggest gap between where we are and where you want us to be?"

This surfaces their honest quality assessment. Every executive chef has a gap between the vision in their head and the food coming out of their kitchens. The specific gap they name — consistency, technique, ingredient quality, presentation — tells you where they want to invest their creative and operational energy.

What good answers sound like:

• Names a specific quality gap rather than saying "it's all fine"
• Identifies which sites or dishes have the biggest gap
• Shows a plan or at least a direction for closing the gap

What to do with the answer: Support the improvement they want to make. If it's ingredient quality, discuss the budget. If it's technique at a specific site, discuss whether the head chef is the right person. If it's consistency, discuss training and SOPs. The food is their domain — your job is to remove barriers.

"How's the menu development pipeline looking? Are you getting enough time to think about what's next?"

Menu development is where an executive chef's creative value lives. If they're so consumed by operations that they can't think about new dishes, seasonal changes, or culinary direction, the food stagnates. This question checks whether the role allows space for creative work.

What good answers sound like:

• Honest about whether they have development time or not
• Describes what's in the pipeline with genuine enthusiasm
• Identifies what's blocking creative work (operations, meetings, travel)

What to do with the answer: If they don't have creative time, help create it. Block out development days in their calendar, assign operational tasks to head chefs, or bring in temporary cover. An executive chef who never develops menus is being used as an expensive operations manager.

"Where are we leaving money on the table? Either through waste, poor yields, or menu items that cost us more than they should?"

This connects culinary expertise to commercial reality. An executive chef who can identify profit leakage is invaluable. The answer reveals their financial awareness — whether they think about food as both a creative and commercial product.

What good answers sound like:

• Names specific areas of waste or cost inefficiency with data or observation
• Identifies menu items where the GP is worse than it should be
• Suggests practical solutions rather than just naming problems

What to do with the answer: Act on their recommendations. If they've identified a high-cost dish that should be reformulated, support the change. If waste at a specific site is high, investigate together. If supplier pricing needs renegotiating, give them the authority or join the conversation.

Record the key points from your discussion, focusing on time allocation, quality gaps, creative pipeline, and financial opportunities. Note specific sites or issues they raised — these are valuable for board reporting and performance reviews.

Team and Relationships

These questions surface the dynamics that affect multi-site culinary operations — head chef performance, leadership pipeline, senior relationships, and supplier health.

"Which head chef concerns you most right now? What's the issue?"

Head chef performance is the executive chef's direct responsibility. If one is underperforming, the executive chef needs to address it — but they may need support, authority, or simply a sounding board. This question gives them space to raise concerns they might otherwise manage alone.

What good answers sound like:

• Names a specific head chef with a clear articulation of the concern
• Distinguishes between performance issues, attitude issues, and development needs
• Shows they've already taken some action or have a plan

What to do with the answer: Support their approach. If they need to have a difficult conversation, help them prepare. If they need to make a change, back them. If the issue is more nuanced — a good chef in the wrong role — explore options together. Don't undermine their authority by intervening directly unless they ask.

"Which head chef is ready for more — either a bigger challenge here or a promotion at a new site?"

This identifies your leadership pipeline. An executive chef who's developing head chefs is building sustainable operations. One who isn't is creating a dependency on themselves. The answer also reveals whether they're generous with talent or threatened by strong subordinates.

What good answers sound like:

• Names specific head chefs with clear reasoning about their readiness
• Identifies what the head chef needs to be ready (exposure, mentoring, specific skills)
• Shows pride in developing talent rather than hoarding it

What to do with the answer: Plan the pathway together. If a head chef is ready for a new site, discuss timing and transition. If they need development, create a plan. If no head chefs are ready, discuss whether the development programme needs strengthening.

"How's your relationship with [GM/owner/other senior leaders]? Is there anything making your job harder that I could help with?"

This surfaces friction in the executive chef's most important lateral and upward relationships. If they're struggling with GMs, ownership, or other senior leaders, it directly affects their ability to do their job. This question gives them a safe space to raise issues they might not otherwise articulate.

What good answers sound like:

• Honest about which relationships are productive and which create friction
• Identifies specific issues rather than general complaints
• Shows willingness to resolve problems rather than just venting

What to do with the answer: Mediate where needed. If there's a genuine strategic disagreement with a GM, facilitate a resolution. If ownership is making demands that conflict with food quality, advocate for the executive chef's position. These relationships matter too much to let friction fester.

"Are you getting what you need from the suppliers? Any relationships that need attention?"

Supplier relationships at executive chef level are strategic — they affect pricing, quality, exclusivity, and innovation across all sites. This question checks whether the supply chain is supporting or constraining the food operation.

What good answers sound like:

• Specific about which suppliers are performing and which aren't
• Identifies new supplier opportunities or risks
• Shows commercial awareness alongside quality standards

What to do with the answer: If a supplier relationship needs executive attention, offer to join the conversation. If they want to trial a new supplier, support the process. If pricing is an issue, involve procurement or finance. Their supplier relationships are business assets.

Capture the head chef dynamics discussed, leadership pipeline observations, and any senior relationship concerns. Note supplier issues carefully — these often have financial implications that need action.

Growth and Development

These questions explore career aspirations and personal development. The answers help you understand how to retain and challenge your most senior culinary leader.

"Where do you see yourself going from here? More sites, your own venture, a different kind of operation?"

At executive chef level, career conversations are about legacy and ambition. They might want to grow your operation further, launch their own concept, write a book, or move into a different kind of culinary leadership. Understanding their direction helps you plan for succession and align their ambitions with your business needs.

What good answers sound like:

• Honest about their long-term trajectory without feeling they need to perform loyalty
• Specific about what excites them, even if it involves leaving eventually
• Shows they've thought strategically about their career

What to do with the answer: If they want to grow with you, invest in their development and give them more scope. If they're thinking about their own venture, discuss timelines honestly — you might have two years to plan succession. If they want more sites, discuss the business plan. Honest career conversations prevent surprises.

"What would you want to be known for? What's your culinary signature?"

This connects their personal identity to your operation. An executive chef who has a clear culinary signature brings coherent creative direction. One who doesn't may be executing competently but without passion. The answer reveals what motivates them beyond the day-to-day.

What good answers sound like:

• Articulates a clear culinary philosophy or signature style
• Connects their identity to the food at your sites
• Shows creative ambition alongside commercial awareness

What to do with the answer: Help them express their signature through your operation where possible. If they're passionate about sustainability, support sustainable sourcing. If it's regional cuisine, create space on menus. Aligning their creative identity with your brand creates mutual investment.

"If you weren't doing this role, what would you be doing?"

This reveals what else interests them and where their motivation might wander. An executive chef who says "running my own restaurant" is different from one who says "teaching" or "consulting" or "something completely different." The answer tells you about their engagement, ambition, and potential flight risks.

What good answers sound like:

• Genuine reflection rather than a rehearsed answer
• Shows breadth of interest and ambition
• Willing to be honest about alternatives

What to do with the answer: Explore whether elements of what they'd rather be doing can be incorporated into their current role. If they'd teach, create a mentoring programme. If they'd consult, give them strategic projects. If they'd run their own place, discuss what's keeping them here — and what might change.

Record their career direction, creative ambitions, and what motivates them beyond operations. This feeds directly into performance review objectives and succession planning.

Wellbeing and Support

These questions catch constraints, authority frustrations, and unmet needs before they cause departures. Ask them genuinely — at executive chef level, these conversations are about strategic support, not pastoral care.

"What's the single biggest constraint on what you could achieve? If you could remove one thing, what would it be?"

This identifies the bottleneck in their performance. At executive chef level, constraints are usually structural — budget, headcount, equipment, time, or authority. Whatever they name is the thing preventing your food operation from reaching its potential.

What good answers sound like:

• Names a specific, structural constraint rather than vague frustration
• Shows they've thought about what removing the constraint would achieve
• Connects the constraint to business outcomes, not just personal preference

What to do with the answer: Take it seriously. If it's budget, build the business case together. If it's headcount, discuss the investment. If it's authority, extend it. An executive chef whose biggest constraint is addressable should see you working to address it.

"Are there decisions you feel you should be able to make that currently require approval from above?"

This surfaces autonomy frustrations. Executive chefs need significant decision-making authority to be effective. If they're spending time seeking approval for supplier changes, menu decisions, or equipment purchases, the process is slowing them down and eroding their sense of ownership.

What good answers sound like:

• Names specific decisions that require unnecessary approval
• Shows good judgement about what should require sign-off and what shouldn't
• Demonstrates commercial awareness alongside culinary authority

What to do with the answer: Extend their authority where appropriate. Define clear boundaries: "You can approve kitchen equipment up to [amount], menu changes, and supplier switches without checking with me. Capex over [amount] and headcount changes, let's discuss." Trust demonstrated through authority is more powerful than trust expressed through words.

"Is there anything you need from ownership or the board that you're not getting?"

This gives them space to articulate what the business needs to provide at the highest level. It might be investment, strategic direction, recognition, or simply clear communication about the company's direction. Executive chefs who feel disconnected from ownership decisions lose engagement.

What good answers sound like:

• Specific about what's missing from the ownership relationship
• Shows understanding of the business context alongside their needs
• Constructive rather than adversarial

What to do with the answer: Advocate for their needs at board level. If they need clearer strategic direction, push for it. If they need investment, present the case. If they need recognition, arrange it. An executive chef who feels their voice reaches the board stays engaged.

"What's the one thing I could do differently that would make your job easier?"

This is the most personal question in the template. It asks for direct feedback on your management. Whatever they say, write it down. Then act 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 politely vague
• Trusts you enough to give honest feedback
• Shows awareness of your perspective alongside their need

What to do with the answer: Change your behaviour if the feedback is valid. If you're micromanaging, stop. If you're not available enough, be more present. If you're not advocating strongly enough, step up. This feedback is a gift — treat it as one.

Record constraints, authority issues, and support requests. Flag anything that suggests disengagement or frustration with the business direction — these notes are critical for succession planning and retention strategy.

Engagement Indicators

These are observational indicators you assess based on what you've seen, 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 active presence in kitchens across sites — Are they still spending meaningful time in kitchens, tasting food, observing service, and coaching chefs? An executive chef who retreats to an office has lost touch with the food. Their presence in kitchens is both a quality control mechanism and a motivational tool for the brigade.

Leading with oversight and strategic direction for head chefs — Are they actively developing their head chefs, setting clear expectations, and providing strategic direction? Or have they delegated everything and disengaged? An executive chef who stops leading their head chefs is coasting.

Bringing new creative ideas and menu development — Are they still generating new dishes, seasonal concepts, and culinary innovation? An executive chef whose menus haven't changed in six months has either perfected everything (unlikely) or stopped investing creatively. Creative stagnation is a strong disengagement signal.

Addressing head chef and operational issues directly — Do they handle problems when they see them, or do they avoid difficult conversations? An engaged executive chef addresses underperformance, quality issues, and operational failures directly. One who avoids conflict is either exhausted or checked out.

Showing interest in industry and competitive landscape — Do they talk about other restaurants, industry trends, competitor openings, and culinary movements? An executive chef who's stopped paying attention to the industry has lost their competitive edge and possibly their passion.

Engaging actively in business and commercial discussions — Do they participate meaningfully in commercial conversations — food costs, menu engineering, revenue strategy — or do they treat the business side as someone else's problem? An engaged executive chef understands that culinary excellence and commercial success are inseparable.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this is a serious retention risk — increase meeting frequency and have an honest conversation about 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., "Present kitchen equipment capex to the board by Friday")
• Their commitments with deadlines (e.g., "Complete Site B head chef performance review by end of month")
• Any items to escalate to ownership or the board
• 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: "Board approved the equipment budget — purchase order authority is with you from Monday." Executive chefs are used to promises from ownership that don't materialise. Being reliable differentiates you from every other senior leader they've worked with. 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 in role: 80% listening, 20% aligning. Focus on understanding their vision, their assessment of each site, and what they need from you.
• Established relationship: Push into strategic territory. Succession planning, brand development, commercial contribution, industry positioning.
• When things are going well: Share board-level context, involve them in business strategy, acknowledge their contribution to stakeholders publicly.
• When things are struggling: Increase frequency, ask diagnostic questions, focus on removing constraints rather than adding pressure.

Over time, these session notes create a narrative of your strategic partnership — invaluable for performance reviews, succession planning, and board reporting.

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

• Check out our Executive Chef onboarding guide if you're supporting someone in their first 90 days
• See our Executive Chef interview questions for hiring the right person in the first place