How to Use the Food and Beverage Manager One-to-One Template

Why structured food and beverage manager one-to-ones matter

Your food and beverage manager sits at the centre of your hotel's revenue engine. They oversee multiple outlets, manage complex relationships between kitchen and service teams, and are accountable for guest satisfaction across restaurants, bars, banqueting, and room service. When they're thriving, your F&B operation runs profitably and guests notice. When they're struggling, you see margin erosion, outlet inconsistency, and department heads who feel unsupported.

The challenge is that F&B managers operate at a strategic level with constant operational demands. They're balancing P&L management, chef relationships, outlet coordination, and team development simultaneously. Without intentional one-to-ones, you'll only hear about problems when they hit the numbers — or when your best outlet manager hands in their notice.

This template structures your conversations around the areas that matter most for F&B 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 food and beverage 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 capex request, review a supplier contract, or speak to the executive chef about menu pricing, 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 the F&B P&L from the past week or period. Look at revenue by outlet, food cost percentage, labour percentage, and GP trends. Check guest satisfaction scores across outlets — TripAdvisor, internal feedback, and any mystery diner reports. 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 outlets. Did one restaurant have a particularly strong weekend? Was the bar understaffed on Thursday? Did you overhear feedback from guests? Did they handle a staffing crisis well? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Message them the day before: "What do you want to prioritise in our catch-up tomorrow?" This gives them time to think strategically rather than reactively. F&B managers spend their days firefighting across outlets; asking them to suddenly reflect requires mental preparation. If they reply "all good," try: "What's the biggest risk to F&B performance this month?"

Customisation tips:

• Schedule fortnightly at the same time — Tuesday or Wednesday afternoon works well, after weekend trading is reviewed but before the next weekend's prep begins
• 30-45 minutes is appropriate for a senior manager. Don't rush it — these conversations drive outlet performance
• Meet in a private space, not on the restaurant floor. An office or quiet meeting room works — this is a strategic conversation, not a casual chat
• Bring the P&L summary and guest satisfaction data. Having numbers in front of you both keeps the conversation grounded

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. F&B managers are used to being the ones asking the questions — being asked to share their own concerns requires a shift. If they still don't, offer a specific opener: "What was the most challenging thing across your outlets this week?" The specific framing works because "How was your week?" is too vague for someone managing multiple departments.

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. A food and beverage manager who feels heard will share the real issues — the ones they'd otherwise try to handle alone until they become crises.

If you have items to cover — budget reviews, upcoming events, corporate initiatives — mention them at the start so they know it's coming, then let them go first: "I want to talk about the summer menu rollout before we finish, but first — what's been on your mind since we last spoke?"

What to record: Their exact concerns in their own words. Don't paraphrase into corporate language — "restaurant manager is struggling with Saturday covers" captures reality better than "discussed outlet capacity challenges."

Role Performance

These four questions are designed to uncover how the F&B operation is truly performing from your food and beverage manager's perspective. Work through each one during the conversation and tick it off as you cover it.

"How's F&B performing overall? Which outlet is strongest, which needs attention?"

This reveals their honest assessment of operational health. A strong F&B manager will differentiate clearly between outlets — naming what's working, what's struggling, and why. If every outlet is "fine," they're either not paying close enough attention or not comfortable sharing the truth. The outlets that "need attention" tell you where to focus your own oversight.

What good answers sound like:

• Differentiates between outlets with specific evidence ("Restaurant is strong on covers but average spend is dropping; bar is up 12% but we're overstaffed on Tuesdays")
• Identifies root causes rather than just symptoms
• Shows a plan for the weaker outlets rather than just flagging problems

What to do with the answer: If an outlet is struggling, ask what support they need. If one is thriving, ask what's driving it and whether those practices can transfer to other outlets.

"What's the P&L looking like? Any concerning trends in food cost, labour, or margins?"

This tests whether they're truly on top of the numbers. A food and beverage manager who can walk you through margin trends, explain variances, and identify risks is doing their job well. One who deflects or gives vague answers may be avoiding uncomfortable truths. P&L fluency is non-negotiable at this level.

What good answers sound like:

• Cites specific numbers and trends rather than generalisations
• Explains variances with context ("food cost is up 1.5% because we absorbed a price increase from the fish supplier — renegotiating next week")
• Identifies both risks and opportunities in the numbers

What to do with the answer: If they're on top of it, acknowledge their commercial grip. If they're vague, probe deeper — and consider whether they need more regular access to financial data or coaching on P&L management.

"How's guest satisfaction across outlets? Any patterns in feedback that concern you?"

Guest satisfaction is the leading indicator of F&B performance. Revenue follows reputation. This question surfaces whether they're monitoring feedback proactively or just reacting when complaints escalate. Patterns matter more than individual incidents — one bad review is noise; five complaints about slow bar service is a signal.

What good answers sound like:

• References specific feedback sources (TripAdvisor, internal surveys, verbal feedback)
• Identifies patterns rather than isolated incidents
• Shows ownership of the guest experience across all outlets

What to do with the answer: If they're seeing patterns, discuss the root cause and action plan. If they're not monitoring feedback regularly, that's a development conversation.

"What's the biggest opportunity we're not pursuing? Where's the revenue we're leaving on the table?"

This is the most valuable question in the section because it reveals strategic thinking. A food and beverage manager who can identify untapped revenue — whether it's an underused private dining space, a missing brunch offering, or a wine programme that could drive average spend — is thinking beyond day-to-day operations. If they can't name an opportunity, they may be too deep in operations to think strategically.

What good answers sound like:

• Names a specific, actionable opportunity with revenue potential
• Has thought through feasibility, not just the idea
• Shows commercial awareness beyond their current operation

What to do with the answer: If the opportunity is viable, help them build a business case. If it needs investment, discuss the approval process. Either way, respond — ignoring their ideas is the fastest way to kill strategic thinking.

Record the key points from your discussion, focusing on outlet performance trends and anything that needs action. Note specific P&L variances, guest satisfaction patterns, and revenue opportunities they identified — these are valuable evidence for performance reviews.

Team and Relationships

These questions surface how your food and beverage manager is leading their team — outlet managers, chefs, and service staff across multiple departments.

"How's your management team — restaurant managers, bar managers, executive chef? Who's performing, who needs attention?"

A food and beverage manager's performance is ultimately measured by the performance of their team. This question reveals whether they're actively managing their direct reports or just hoping problems resolve themselves. The best F&B managers will be specific about each person — who's growing, who's plateauing, who's at risk of leaving.

What good answers sound like:

• Names specific individuals with evidence-based assessments
• Distinguishes between performance issues and capability issues
• Shows they're actively coaching rather than just monitoring

What to do with the answer: If someone needs attention, ask what support they need from you. If someone is performing well, ask how they're recognising and retaining them.

"Who are you developing for promotion? Who's ready for the next step?"

Succession planning is a core F&B manager responsibility. If they can't name anyone being developed, they're either not investing in their team or they've surrounded themselves with people who aren't growing. Both are problems. A strong F&B manager will have at least one person they're actively preparing for the next level.

What good answers sound like:

• Names specific individuals with clear development plans
• Identifies what skills each person needs to develop
• Shows they're creating opportunities for growth, not just waiting for vacancies

What to do with the answer: If they're developing talent, support the plan. If they're not, explore why — is it time, capability, or the talent pipeline?

"Which outlet manager needs the most support right now? What's happening?"

This cuts through the "everything's fine" tendency. Every team has someone who needs more support, and the F&B manager's awareness of who that is — and what they're doing about it — tells you about their leadership quality. If they genuinely can't identify anyone, they may not be close enough to their team.

What good answers sound like:

• Names the person and the specific challenge
• Describes what support they're already providing
• Asks for your input or resources where needed

What to do with the answer: Offer practical support — whether that's your direct involvement, additional training budget, or simply validating their approach.

"How's the relationship between kitchen and service teams? Any outlets where there's friction?"

Kitchen-service friction is one of the most common and damaging dynamics in F&B. As the person who bridges both worlds, your F&B manager is uniquely positioned to see and resolve these tensions. If friction exists and they're not addressing it, service quality is already suffering.

What good answers sound like:

• Gives a realistic assessment rather than minimising friction
• Identifies specific flashpoints and their causes
• Shows they're mediating actively rather than taking sides

What to do with the answer: If there's genuine friction, discuss whether it's a personality conflict, a systems issue, or a structural problem. Offer to get involved if it needs escalation beyond the F&B manager's authority.

Capture the team dynamics discussed, any talent development updates, and concerns that need follow-up. Note succession planning progress — this is critical context for your own reporting and for the F&B manager's performance review.

Growth and Development

These questions explore career aspirations and what keeps your food and beverage manager engaged. The answers shape how you invest in their development and how long you can expect to retain them.

"Where do you see yourself in three years? Running a bigger operation, multi-site, GM track, something different?"

The answer changes everything about how you develop them. An F&B manager who wants to become a GM needs exposure to rooms, revenue management, and owner relations. One who wants to run a larger F&B operation needs multi-outlet complexity and commercial depth. Someone considering their own venture still deserves investment — you'll get better work from someone who feels their growth matters.

What good answers sound like:

• Honest about their trajectory without performing loyalty
• Specific about what interests them, even if it's beyond your organisation
• Shows they've thought about it seriously

What to do with the answer: Align their development plan with their ambition. If it's GM track, involve them in commercial discussions and owner meetings. If it's multi-site, connect them with regional operations.

"What would make this the best F&B role you've ever had? What's missing?"

This is a retention question disguised as a development question. Whatever they name as "missing" is the thing most likely to push them toward looking elsewhere. It might be autonomy, budget authority, a better chef partnership, or simply feeling valued. The answer is always actionable if you listen properly.

What good answers sound like:

• Names something specific and honest rather than flattering you
• Identifies gaps in the role rather than just complaining
• Suggests improvements rather than just problems

What to do with the answer: Address what you can. Be honest about what you can't. Either way, respond within a week — not at the next one-to-one.

"If you were going to leave, what would be the reason?"

The most direct retention question you can ask. It bypasses politeness and gets to the real risk factors. Common answers include lack of autonomy, feeling undervalued, chef relationship difficulties, or better opportunities elsewhere. Whatever they say, don't react defensively — write it down and address it.

What good answers sound like:

• Trusts you enough to be honest
• Names a specific factor rather than deflecting
• Distinguishes between real frustrations and hypothetical complaints

What to do with the answer: If it's fixable, fix it. If it's structural, acknowledge it and discuss mitigation. Either way, the fact that you asked and listened builds trust.

"What do you need from me that you're not getting?"

This directly asks whether you're doing your job as their line manager. Whatever they say, write it down. Then deliver — within 48 hours, not at the next meeting. Common answers include more budget authority, clearer decision-making frameworks, or simply more of your time.

What good answers sound like:

• Specific and actionable
• Trusts you enough to ask
• Acknowledges what you're already doing well alongside the gap

What to do with the answer: Deliver on it. Fast. Senior managers notice broken promises more than anyone.

Record their career direction, development interests, and any specific asks. This feeds directly into performance review objectives and helps you plan for succession and retention.

Wellbeing and Support

These questions catch the pressures that come with managing multiple outlets and complex stakeholder relationships. Ask them genuinely — F&B managers are skilled at projecting control even when they're struggling.

"What keeps you up at night about F&B? What's your biggest worry?"

This cuts through professional composure to their genuine concerns. F&B managers carry significant commercial and operational pressure — food cost spikes, staffing crises, chef departures, failing outlets. The thing that keeps them awake is the thing most likely to drive them out if it's not addressed.

What good answers sound like:

• Names something specific and real rather than performing toughness
• Differentiates between temporary concerns and persistent worries
• Trusts you enough to share vulnerability

What to do with the answer: If it's within your power to address, act on it. If it's market conditions or structural challenges, discuss strategies together. Either way, acknowledge the weight they're carrying.

"If you could change one thing about how we run F&B, what would it be?"

This invites structural criticism in a constructive way. The answer often reveals systemic issues — approval processes that slow them down, reporting structures that don't work, procurement policies that cost more than they save. A food and beverage manager who can't name anything either isn't thinking critically or doesn't trust you enough to say it.

What good answers sound like:

• Names a specific structural or process issue
• Explains the impact on F&B performance
• Suggests a practical alternative

What to do with the answer: If the change is within your authority, make it. If it requires wider approval, sponsor it. If it's not feasible, explain why — but take the underlying concern seriously.

"How's the relationship with the executive chef? Are you aligned on direction?"

The F&B manager-executive chef relationship is one of the most critical partnerships in any hotel. When it works, the operation flows. When it doesn't, you get menu disputes, cost overruns, and service teams caught in the middle. This question surfaces whether the partnership is genuinely collaborative or politically cordial.

What good answers sound like:

• Honest about the relationship dynamics
• Identifies specific areas of alignment and tension
• Shows willingness to work through differences rather than avoid them

What to do with the answer: If there's genuine misalignment, offer to facilitate a conversation. If the relationship is working well, acknowledge it — strong partnerships deserve recognition.

"What decision do you need my input on? Where would you value another perspective?"

This gives them permission to ask for help without appearing incapable. Senior managers often avoid asking for guidance because they think it signals weakness. By framing it as "another perspective," you normalise collaborative decision-making at their level.

What good answers sound like:

• Names a specific decision or situation
• Has thought it through before asking
• Values your perspective genuinely rather than seeking approval

What to do with the answer: Give your honest perspective. Don't take over — they need a sounding board, not a decision-maker.

Record worries, structural frustrations, and key relationship dynamics. 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 ideas and pushing for improvements — Are they still proposing menu changes, operational improvements, or revenue initiatives? A food and beverage manager who stops bringing ideas has either given up on change or decided they're leaving. Innovation is a strong engagement signal at this level.

Making decisions confidently without excessive checking — Are they making commercial and operational decisions within their authority, or are they checking everything with you? An F&B manager who starts seeking approval for routine decisions is either losing confidence or distancing themselves from accountability — both are concerning.

Maintaining high outlet visibility and floor presence — Are they visible across outlets during service, or have they retreated to the office? A food and beverage manager who stops walking the floor has disengaged from operations. Floor presence is how they read their outlets — without it, they're managing from spreadsheets alone.

Discussing performance openly rather than defensively — When you raise concerns about outlet performance, do they engage constructively or become defensive? Defensive responses suggest they feel threatened rather than supported. Open discussion indicates psychological safety and professional confidence.

Speaking about outlets with ownership language — Do they say "my restaurants" and "our team" or "the restaurant" and "the staff"? Ownership language reveals emotional investment. Its absence suggests they've mentally distanced from the operation.

Engaged in conversations about the future — Do they talk about next quarter, next year, upcoming projects? Or have future-focused conversations gone flat? A food and beverage manager who avoids discussing the future may be planning to leave it.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this food and beverage manager needs urgent attention — increase meeting frequency 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 progressing [Z]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Approve the bar refurbishment proposal by Friday")
• Their commitments with deadlines (e.g., "Present revised food cost strategy by next meeting")
• Any items to escalate to your own line manager or ownership
• 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: "Approved the supplier change — new contract starts Monday." Food and beverage managers 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 6 months: Focus on understanding their leadership style, their relationship with outlet managers, and their commercial instincts. Listen more than direct.
• Established relationship: Push into strategic territory. Commercial innovation, succession planning, and long-term F&B vision.
• When things are going well: Share wider business context, involve them in commercial strategy, acknowledge specific contributions to the operation.
• 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 Food and Beverage Manager performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

• Check out our Food and Beverage Manager onboarding guide if you're supporting someone in their first 90 days
• See our Food and Beverage Manager interview questions for hiring guidance