How to Use the Line Cook One-to-One Template

Why structured line cook one-to-ones matter

Your line cooks are where the menu meets reality. They execute every dish that leaves the kitchen, under pressure, to a standard that defines your restaurant. When they are confident and supported, service runs smoothly, consistency is high, and the kitchen has a rhythm. When they are struggling, you see send-backs, slow tickets, and a line that falls apart during the rush.

The challenge is that line cooks work in an intense, high-pressure environment where there is little time for reflection. During service, communication is limited to calls and responses. After service, they are exhausted. Without intentional one-to-ones, you will only hear about problems when food quality drops — or when they leave for another kitchen.

This template structures your weekly conversations around the areas that matter most for line cook performance and retention. Each section builds on the last: preparation gives you context, their agenda shows you what is 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 line cook 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 at station equipment or arrange cross-training on a different section, check whether you followed through. Walking in without knowing what was agreed last time undermines the entire process.

Check recent performance data or feedback — Think about their station performance over the past week. Were ticket times consistent? Any send-backs from their section? Any comments from the head chef or sous chef about their work? Check if there were any dishes that caused problems during service. This gives you specific talking points instead of vague impressions.

Note any observations from the past week — Think about what you have noticed on the line. Did they handle the Friday rush cleanly? Were they struggling with a new menu item? Did they help a colleague during a spike? Did their mise en place look tight or messy at the start of service? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Message them at 2pm: "We are catching up at 3. Anything from the weekend services you want to talk through?" This gives them time to think. Line cooks spend service reacting to tickets; asking them to suddenly reflect requires a mental shift. If they reply "all good," try: "What was the hardest ticket from Saturday night?"

Customisation tips:

• Schedule at 3pm between lunch service cleanup and evening prep — this is typically the quietest window
• 10-15 minutes is enough for a weekly check-in. Keep it focused. Line cooks are practical and prefer directness
• Meet away from their station — a quiet corner of the kitchen or the prep area works well
• 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 has been on your mind?" Record whatever they raise before covering your own items.

If they say "nothing really," do not fill the silence immediately. Count to five. Silence is uncomfortable and they will often fill it with something real. If they still do not, offer a specific opener: "How did Saturday service feel from your station? Talk me through the busiest 30 minutes." The specific framing works because "How was your week?" is too vague for someone who cooked 150 covers.

Once they are talking, ask "What else?" until they run out. Do not 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 menu items, technique feedback, station rotation — mention them at the start so they know it is coming, then let them go first: "I want to talk about the new specials before we finish, but first — what has been on your mind since last week?"

What to record: Their exact concerns in their own words. Do not paraphrase into management language — "the grill takes too long to recover between orders" captures reality better than "discussed equipment performance."

Role Performance

These four questions are designed to uncover how service actually feels from your line cook's station. Work through each one during the conversation and tick it off as you cover it.

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

Mise en place defines whether service runs or stumbles. A line cook who starts service with everything prepped, portioned, and positioned can focus entirely on execution. One who is still catching up during the first tickets is immediately behind. This question reveals whether prep time is adequate and whether their organisation is effective.

What good answers sound like:

• Describes their prep routine with specific detail and clear priorities
• Identifies what happens when prep time is cut short and how it affects service
• Shows ownership of their station setup rather than blaming others

What to do with the answer: If prep time is consistently insufficient, investigate whether it is a scheduling issue, a menu complexity issue, or an efficiency issue. If their mise en place is disorganised, work with them on station setup. Good prep prevents bad service.

"When the board backs up during service, what's the first thing that slows you down on your station?"

Every station has a bottleneck — the pan that takes too long to heat, the sauce that cannot be rushed, the garnish that requires precision. Understanding what slows your line cook down helps you design better workflows. If the answer is always the same thing, it is a systemic issue worth solving.

What good answers sound like:

• Names a specific bottleneck with detail about why it slows them
• Identifies patterns ("it always happens when there are three fish mains in a row")
• Suggests what would help ("if I had a second pan heated, I could overlap")

What to do with the answer: If the bottleneck is equipment, fix it. If it is technique, coach it. If it is menu design, discuss it with the head chef. Do not expect the line cook to absorb systemic problems through individual effort.

"Which dish on your station are you most confident with? Which one do you dread seeing on the ticket?"

Confidence and dread are opposite ends of mastery. The dish they are most confident with shows where their skills are strongest. The dish they dread shows where they need support — either more practice, better technique, clearer recipe standards, or adjusted expectations.

What good answers sound like:

• Names specific dishes with honest assessment of why they feel confident or anxious
• Shows self-awareness about their strengths and gaps
• Connects confidence to consistent execution rather than just preference

What to do with the answer: For the dish they dread, investigate why. Is it a technique gap? A timing issue? An unclear spec? Work with them on the specific skill. For the dish they are confident with, use that as a teaching opportunity — can they show it to a newer cook?

"How's your equipment? Anything on your station that's not working properly?"

Station equipment issues are silent service killers. A burner that does not heat evenly, a salamander that takes twice as long, a prep fridge that is running warm — these problems compound across every cover. Your line cook knows exactly what is wrong but may not report it because they assume it will not get fixed.

What good answers sound like:

• Specific about which equipment is problematic and what the impact is
• Quantifies the effect on their output ("I lose 30 seconds per dish because the flat top has a cold spot")
• Distinguishes between things that need replacing and things that need servicing

What to do with the answer: Fix it. Station equipment requests from line cooks are usually specific, justified, and directly tied to output quality. If you cannot fix it immediately, give a timeline and stick to it.

Record the key points from your discussion, focusing on station bottlenecks, equipment issues, and anything that needs action. Note specific dishes or techniques they mentioned — these are valuable evidence for performance reviews and development planning.

Team and Relationships

These questions surface the dynamics that affect line performance — neighbouring stations, rush support, pass communication, and mentorship.

"How's it working with the people on the stations next to you? Anyone you work well with? Anyone causing friction?"

Adjacent stations need to coordinate — timing, plating, shared equipment, and calling. When neighbouring cooks work well together, service flows. When they do not, you get timing mismatches, plate-ups waiting, and tension that affects the whole line.

What good answers sound like:

• Names specific colleagues and explains what makes the partnership work or struggle
• Focuses on work style and coordination rather than personal complaints
• Shows awareness of how their own station work affects neighbours

What to do with the answer: Use scheduling and station rotation insights where possible. If there is genuine friction, address it directly. Do not just avoid pairing them — fix the underlying issue.

"When you need help during a rush — an extra pair of hands to plate, someone to cover while you catch up — can you get it?"

This reveals whether the line has a culture of mutual support or a "my station only" mentality. A kitchen where cooks help each other during spikes delivers better food. A kitchen where everyone sinks independently delivers inconsistent service.

What good answers sound like:

• Specific examples of getting help or being left to struggle
• Identifies who helps and who does not
• Acknowledges their own contribution to helping others

What to do with the answer: If support is lacking, address it at team level. The head chef needs to make clear that helping a struggling station during a rush is expected, not optional. This is a culture issue that requires leadership.

"How's communication with the pass? Are calls clear, or do you get confused about timing or priorities?"

The pass is the nerve centre of service. If calls are unclear, timing breaks down and food dies in the pass or arrives at different times. This question surfaces whether communication between the pass and the line is working effectively.

What good answers sound like:

• Specific about what communication works and what does not
• Identifies situations where unclear calls caused problems
• Shows they understand the chef's perspective as well as their own

What to do with the answer: If communication is breaking down, work with whoever is running the pass. Clearer calls, better timing coordination, and consistent language solve most communication issues. Do not blame the line cook for a system problem.

"Who do you learn the most from on the line? What makes them good to watch?"

This reveals who your informal mentors are and what kind of learning your line cook values. The person they learn from most might be the sous chef, a senior commis, or the cook on the next station. Understanding who they look up to helps you plan their development.

What good answers sound like:

• Names a specific person and describes what they learn from watching them
• Shows curiosity about technique and craft
• Identifies what makes someone impressive — speed, calm, organisation, flavour instinct

What to do with the answer: Reinforce the mentorship by scheduling them together. If they admire a particular skill, create opportunities to develop it. Use their admiration as a development compass.

Capture the team dynamics discussed, any station coordination issues, and communication gaps with the pass. Note who they learn from — this is valuable for scheduling and development planning.

Growth and Development

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

"Do you see yourself staying on this station, moving to a different one, or eventually running a kitchen?"

There is no wrong answer, but the answer changes everything about how you develop them. A line cook who wants to master their current station needs depth — refining technique, improving speed, learning every dish to perfection. One who wants to move stations needs breadth — cross-training, exposure, and new challenges. One who wants to run a kitchen eventually needs leadership exposure.

What good answers sound like:

• Honest about their trajectory without feeling they need to perform ambition
• Specific about what interests them, even if it is outside your kitchen
• Shows they have thought about their career rather than just shrugging

What to do with the answer: If they want to stay, focus on mastery. If they want to move stations, plan cross-training. If they want to progress, involve them in menu development, ordering, or section leadership. Meet them where they are.

"What's a technique or dish you'd love to learn that you haven't had the chance to try?"

This surfaces their genuine curiosity and shows you what would excite them. The answer might be a specific technique (butchery, pastry, fermentation), a cuisine style, or a dish they have seen someone else cook. Whatever it is, it reveals where their passion lies.

What good answers sound like:

• Names something specific that genuinely interests them
• Shows curiosity and ambition beyond their current station work
• Connects what they want to learn to what they see in the kitchen or the industry

What to do with the answer: Create an opportunity. If they want to learn pastry, arrange an hour with the pastry chef. If they want to try butchery, include them in the next order breakdown. Small investments in what excites them transform engagement.

"If you could work any station in this kitchen for a week, which would you choose?"

This is a more accessible version of the career question. It reveals which station fascinates them and gives you a concrete cross-training opportunity. Their choice tells you about their aspirations — someone who chooses the grill wants intensity; someone who chooses pastry wants precision; someone who chooses the pass wants leadership.

What good answers sound like:

• Names a specific station and explains why
• Shows curiosity about what that station involves beyond what they can see
• Connects the choice to something they want to develop

What to do with the answer: If possible, arrange a trial shift on their chosen station during a quieter service. Even a few hours of cross-station experience builds skills, engagement, and loyalty.

Record their career direction, station interests, and any specific techniques they want to learn. This feeds directly into performance review objectives and helps you plan cross-training.

Wellbeing and Support

These questions catch frustration, physical strain, 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 your station right now?"

This cuts through politeness to their top priority. Whatever they name is the thing most likely to make them leave if it is not addressed. For line cooks, the answer is often practical — equipment, prep support, menu items that do not work, or timing issues with neighbouring stations.

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 cannot, explain why and offer alternatives. Either way, respond within 48 hours — speed of response matters more than the outcome.

"Are you getting the prep support you need, or are you having to prep everything yourself?"

Prep support determines whether a line cook starts service ready or already behind. If they are doing all their own prep with no assistance, the workload may be unsustainable — especially on high-cover days. This question reveals whether the support structure is working.

What good answers sound like:

• Honest about whether prep support is adequate
• Identifies which prep tasks they can manage alone and which need help
• Distinguishes between days when prep works and days when it does not

What to do with the answer: If prep support is insufficient, address it — whether that means adjusting prep schedules, redistributing tasks, or adding kitchen porter or commis support during prep hours.

"How are you physically after a busy service? Any aches or strains from the work?"

Line cooks endure standing for 10+ hours, repetitive movements, heat exposure, and occasional burns. Physical strain accumulates and is often unreported because kitchen culture expects toughness. This question gives them permission to be honest about their body.

What good answers sound like:

• Honest about physical discomfort rather than performing toughness
• Identifies specific areas of strain (wrists, back, knees, shoulders)
• Connects physical issues to specific tasks or station setup

What to do with the answer: If they are in pain, assess whether the cause is station ergonomics, technique, or workload. Adjust station height if needed, provide anti-fatigue mats, review their lifting technique. Take physical complaints seriously — a line cook with a bad back cannot deliver their best work.

"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 are supporting them effectively. Whatever they say, write it down. Then do it or explain why you cannot — within 48 hours, not at the next one-to-one.

What good answers sound like:

• Specific and actionable ("I need you to fix the flat top" rather than "more support")
• Trusts you enough to ask for something
• Acknowledges what you are already doing well alongside the gap

What to do with the answer: Deliver on it. Fast. If you make commitments and do not follow through, trust disappears and future one-to-ones become surface-level exercises.

Record frustrations, physical complaints, and prep support issues. Flag anything that suggests burnout or flight risk — line cooks in demand can move to another kitchen quickly, so early-warning signs need prompt action.

Engagement Indicators

These are observational indicators you assess based on what you have seen during the week, not questions you ask directly. Tick each indicator that is genuinely present. Anything you cannot tick is worth exploring — either in this meeting or through closer observation before the next one.

Maintaining speed on the line — Are they still hitting their ticket times, or have they slowed down? A line cook who used to keep pace during the rush but now falls behind is showing either physical fatigue or mental disengagement. Do not assume laziness — investigate the cause.

Maintaining quality and consistency — Are their dishes still coming out to spec, or has quality dropped? A line cook who starts producing inconsistent plates — uneven portions, poor presentation, underseasoned food — is either tired, distracted, or no longer caring. Quality decline is one of the earliest disengagement signals in a kitchen.

Communicating actively on the line — Do they still call back orders, communicate timing, and talk to neighbouring stations? Or have they gone quiet? A line cook who stops communicating on the line is withdrawing. In a kitchen, silence is a warning sign.

Continuing to ask questions and show curiosity — Do they still ask about techniques, taste dishes for seasoning, and show interest in new menu items? Or have they stopped engaging with the craft? A line cook who stops being curious has mentally checked out of development.

Arriving consistently without increasing absences — Are they showing up reliably, or are sick days and late arrivals increasing? Line cooks who start calling in sick more often are usually telling you something — the workload is unsustainable, the environment is toxic, or they have found another kitchen.

Note which indicators you could not tick and what you have observed. If multiple indicators are absent, this line cook needs urgent attention — increase frequency to twice-weekly and focus on understanding what has changed.

Actions and Follow-Up

At the end of every one-to-one, summarise what you have both agreed to do. Say it out loud before you finish:

"So by next week I am going to: [your actions]. And you are going to: [their actions]. Is that right?"

Then confirm briefly: "From today: I am sorting [X] + [Y]. You are working on [Z]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Get the flat top serviced by Friday")
• Their commitments with deadlines (e.g., "Practice the new sauce technique during quiet prep")
• 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 have done it — do not wait for the next meeting. Message: "Flat top serviced — should be heating evenly now." Line cooks are used to promises that do not materialise. Being reliable sets you apart. If you cannot do something you promised, tell them immediately and offer an alternative.

Session Notes

Record your overall impressions from the conversation: patterns you are noticing, changes in their engagement or technique, 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 station confidence and service experience.
• Established relationship: Push into development territory. Cross-training, technique coaching, station rotation, menu input.
• When things are going well: Share kitchen context, ask for their input on dishes, acknowledge specific contributions to service.
• When things are struggling: Increase frequency, focus on station support, address any technique or confidence gaps directly.

Over time, these session notes create a narrative of your working relationship — invaluable for performance reviews and progression decisions.

What's next

Once you have established regular one-to-ones, the conversations you have will feed directly into formal performance reviews. See our guide on Line Cook performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

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