How to Use the Restaurant Host One-to-One Template

Why structured restaurant host one-to-ones matter

Your host is the first and last impression every guest has of your restaurant. They set the tone before a single plate arrives — a warm welcome makes guests feel expected, a cold one makes them regret walking in. When your host is thriving, guests feel valued from the moment they arrive, waitlists are managed smoothly, and the floor runs efficiently. When they're struggling, you see walkouts, seating complaints, and a dining room that fills unevenly.

The challenge is that hosts work in a uniquely exposed position. They stand alone at the front door, managing expectations, absorbing impatience, and making constant decisions about who sits where. Without intentional one-to-ones, you'll only hear about problems when guests complain or when your host quietly stops caring.

This template structures your weekly conversations around the areas that matter most for host 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 host that you take this time seriously.

Review notes from previous one-to-one — Pull up the notes from your last session. What actions did you commit to? What did they commit to? If you promised to look into the reservation system issue or talk to a waiter about table communication, check whether you followed through. Walking in without knowing what was agreed last time undermines the entire process.

Check recent performance data or feedback — Glance at wait times, walk-in conversion rates, no-show patterns, and any guest feedback about the greeting or seating experience. Check for comments mentioning wait times, table location, or the welcome — positive or negative. This takes a few minutes and gives you specific talking points instead of vague impressions.

Note any observations from the past week — Think about what you've noticed during service. Did they handle a full waitlist with grace? Were there moments where guests looked frustrated at the door? Did they communicate well with the floor team about table readiness? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Text them mid-afternoon: "We're catching up at 4 — anything from the last few days I should know about?" This gives them time to think. Hosts spend shifts reacting to arrivals in real time; asking them to suddenly reflect requires mental preparation. If they reply "all good," try: "What was the most difficult moment at the door this week?" Everyone has one.

Customisation tips:

• Schedule at the same time weekly — 4pm works well for dinner-service restaurants, after the lunch period has cleared
• 10-15 minutes is enough for a weekly check-in. Don't let it stretch unless something significant comes up
• Meet away from the host stand — a quiet table in an empty section keeps it informal and private
• For the first 90 days, keep these weekly without exception. After that, you can move to fortnightly if they prefer — but ask first

Their Agenda

Start every one-to-one by asking: "What's been on your mind?" Record whatever they raise before covering your own items.

If they say "nothing really," don't fill the silence immediately. Count to five. Silence is uncomfortable and they'll often fill it with something real. If they still don't, offer a specific opener: "How did Friday night feel at the door? Walk me through the busiest 20 minutes." The specific framing works because "How was your week?" is too vague for someone who dealt with dozens of arrival interactions.

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 — reservation policy changes, upcoming events, feedback from guests — mention them at the start so they know it's coming, then let them go first: "I want to talk about the new walk-in policy 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 — "guests keep asking for window tables and I have nothing to offer them" captures reality better than "discussed table allocation preferences."

Role Performance

These four questions are designed to uncover how the front door is actually running from your host's perspective. Work through each one during the conversation and tick it off as you cover it.

"Walk me through how you handle a walk-in when we're fully booked. What do you say, and how do guests usually react?"

This reveals your host's approach to one of the most challenging moments in their role. Turning someone away is uncomfortable, and how they do it defines the guest's impression — even when the answer is no. A skilled host can decline gracefully and still leave the guest with a positive impression of the restaurant.

What good answers sound like:

• Describes a specific approach with genuine detail about their language and tone
• Shows awareness of how rejection feels from the guest's perspective
• Has strategies for offering alternatives — a drink at the bar, a future reservation, a recommendation

What to do with the answer: If they're handling it well, acknowledge specifically what works. If they're struggling, role-play scenarios together. The difference between "sorry, we're full" and "we're fully committed tonight, but I can get you a table tomorrow at 7:30 — and I'll make sure it's a good one" is enormous.

"How's the reservation system working for you? Anything confusing or annoying about it?"

Your host spends more time in the reservation system than anyone else. If the technology is fighting them — slow loading, confusing interfaces, missing features — it's costing you efficiency every single service. This question surfaces practical problems that have easy fixes but often go unreported because hosts assume everyone knows.

What good answers sound like:

• Specific about what works and what creates friction
• Identifies workarounds they've developed, which indicate system gaps
• Suggests improvements based on daily experience

What to do with the answer: Fix what you can. If the system needs reconfiguring, do it. If they need training on features they're not using, arrange it. If the system itself is the problem, note it for a future review. Don't let your host fight technology every service.

"When we're slammed and the wait is long, how do you keep guests from walking out? What's your approach?"

Waitlist management is the most pressure-intensive part of hosting. When the wait hits 30 minutes and guests are visibly impatient, your host's skill determines whether they stay or leave — and whether they're frustrated or understanding when they finally sit down. This question reveals their waitlist psychology.

What good answers sound like:

• Describes specific techniques for managing expectations and maintaining guest patience
• Shows awareness of timing — when to update guests, how to communicate delays honestly
• Has strategies for the worst moments: the 45-minute wait, the impatient VIP, the party that won't leave

What to do with the answer: If their techniques work, share them with other hosts. If they're struggling, discuss specific strategies — regular time updates, offering drinks at the bar, honest communication about realistic waits. The host who says "about 20 minutes" when it's really 40 creates more frustration than one who says "it's going to be 35-40 minutes, but I'll look after you."

"Which tables do guests complain about most? Any spots everyone wants to avoid being seated at?"

Your host knows exactly which tables generate groans and which ones guests request. This intelligence is valuable — it tells you about physical problems in the dining room (draughts, noise, lighting), guest preferences, and seating challenges that affect satisfaction before a single plate arrives.

What good answers sound like:

• Names specific tables and the recurring complaints associated with them
• Distinguishes between genuinely problematic tables and guest preferences
• Has strategies for seating guests at less popular tables without creating friction

What to do with the answer: Fix what you can — adjust lighting, address draughts, reconfigure furniture. For inherent limitations, agree on a seating strategy. If table 3 is always a problem, consider whether it should be a last resort during peak or repositioned entirely.

Record the key points from your discussion, focusing on recurring challenges and anything that needs action. Note specific examples they gave — these are valuable evidence for performance reviews. If they described a particular walk-in situation they handled well or a system issue that's costing time, capture that detail.

Team and Relationships

These questions surface the dynamics that affect the host's effectiveness — floor team communication, seating friction, management support, and difficult guests.

"How's the communication with the floor team working? Do waiters give you good information about when tables are ready?"

A host's effectiveness depends entirely on accurate, timely information from the floor. If waiters don't communicate when tables are ready, when desserts are ordered, or when guests are about to leave, the host can't manage the waitlist or pace arrivals properly. This question reveals whether the information flow supports them.

What good answers sound like:

• Specific about which waiters communicate well and which don't
• Identifies what information they need that they're not getting
• Shows they've tried to address gaps rather than just working around them

What to do with the answer: If communication is poor, address it at team level. Make clear that table status updates are part of every waiter's job — not a favour to the host. Consider a simple system: a quick signal when desserts are ordered, a message when the bill is paid.

"When you need to seat a table in someone's section who isn't happy about it, how does that go? Any friction?"

Seating allocation creates tension between hosts and waiters. A waiter with a full section doesn't want another table; a host needs to fill the restaurant efficiently. This question reveals whether there's genuine friction that affects the host's ability to do their job.

What good answers sound like:

• Honest about which waiters push back and how they handle it
• Shows they understand the waiter's perspective alongside their own frustration
• Has strategies for managing the tension without creating conflict

What to do with the answer: If friction is significant, address the expectation at team level — the host manages the floor plan, and waiters trust the allocation. If specific waiters are consistently difficult, talk to them directly. Your host shouldn't have to negotiate every seating decision.

"How's the relationship with the managers during service? Do you feel supported when things get hectic?"

When the door is overwhelmed — a full waitlist, late reservations, no-shows creating gaps, walk-ins during a full house — your host needs to know they have management backup. This question reveals whether they feel supported or abandoned during the toughest moments.

What good answers sound like:

• Honest about whether they feel supported during high-pressure periods
• Identifies specific moments where management support made a difference — or was missing
• Shows they know when and how to ask for help

What to do with the answer: If they feel unsupported, address it immediately. Make sure they know they can ask for help — and that help will come. Consider positioning a manager near the door during peak periods to provide visible backup.

"Any regulars who've been particularly difficult lately? Anyone who makes you nervous when you see them coming?"

Hosts deal with difficult guests more frequently than almost any other role. They're the first point of contact for complaints, the person who delivers bad news about wait times, and the target for guests who feel they deserve special treatment. This question gives permission to raise something they might otherwise just absorb.

What good answers sound like:

• Names specific guests or situations rather than general complaints
• Describes what makes them difficult (behaviour, expectations, demands)
• Has strategies for managing the situation or has tried to

What to do with the answer: If a regular is genuinely problematic, discuss handling strategies together. You might need to intervene directly. Your host shouldn't dread coming to work because of a specific guest.

Capture the team dynamics discussed, any communication gaps with the floor team, and difficult guest situations. Note seating friction carefully — persistent tension between hosts and waiters needs addressing at a team level.

Growth and Development

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

"Do you see hosting as your career, or a step toward serving or management? There's no wrong answer."

There's no wrong answer, but the answer changes everything about how you develop them. A career host needs mastery goals — guest experience refinement, reservation system expertise, VIP handling. An aspiring waiter needs service training exposure. Someone aiming for management needs operational understanding. Understanding their direction lets you invest appropriately.

What good answers sound like:

• Honest about their trajectory without feeling they need to perform loyalty
• Specific about what interests them, even if it's outside hosting
• Shows they've thought about it rather than just shrugging

What to do with the answer: If they want to stay as a host, focus on skill refinement — reservation management, guest relationship building, waitlist psychology. If they want to serve, arrange training shifts on the floor. If they want management, involve them in operational decisions about seating, pacing, and guest flow.

"What's the hardest part of this job for you right now? What would you need to learn to feel more confident?"

This surfaces their honest self-assessment. Whatever they name is a concrete development opportunity. If it's handling angry guests, practice scenarios together. If it's the reservation system, arrange training. If it's managing the waitlist under pressure, work on techniques together.

What good answers sound like:

• Names specific skills or situations rather than deflecting
• Shows ambition to improve rather than defensiveness about weaknesses
• Connects learning to the guest experience or their own confidence

What to do with the answer: Create a plan to build the skill they name. If it's guest handling, role-play difficult scenarios. If it's system confidence, schedule dedicated training time. If it's pace management, work alongside them during a busy service and debrief afterwards.

"If you were training a new host, what's the one thing you'd tell them that nobody told you?"

This reveals gaps in your onboarding and training. Whatever they answer tells you what was missing from their own induction — and probably from everyone else's too. It also shows whether they think about their work reflectively, which is a sign of engagement.

What good answers sound like:

• Specific and practical ("Nobody told me how to handle the regulars who expect their usual table")
• Based on experience rather than opinion
• Shows care for incoming colleagues

What to do with the answer: If it's useful, add it to your host training. If multiple hosts give similar answers, you've found a systemic gap worth fixing.

"Where do you see yourself in a year? Here, somewhere else, doing something different?"

The honest answer to this question is the most valuable piece of information in the entire one-to-one. If they're planning to leave soon, you can make their remaining time positive and plan for replacement. If they want to stay, you can build a path. If they're uncertain, you have an opportunity to influence their decision.

What good answers sound like:

• Genuine honesty rather than what they think you want to hear
• Specific enough to be actionable
• Willing to have the conversation rather than deflecting

What to do with the answer: Don't react emotionally to any answer. If they want to leave, ask what would make them stay. If they want to progress, show them the path. If they don't know, help them think through it.

Record their career direction, development interests, and any specific skills they want to build. This feeds directly into performance review objectives and helps you plan training investment.

Wellbeing and Support

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

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

This cuts through politeness to their top priority. Whatever they name is the thing most likely to make them leave if it's not addressed. The "single most" framing forces them to prioritise rather than list everything.

What good answers sound like:

• Names something specific and fixable rather than vague dissatisfaction
• Trusts you enough to be honest about genuine frustrations
• Differentiates between temporary annoyances and persistent problems

What to do with the answer: Fix it if you can. If you can't, explain why and offer alternatives. Either way, respond within 48 hours — speed of response matters more than the outcome.

"How are you doing with the pace? Some nights are relentless at the door — is it sustainable?"

Hosting is physically and emotionally demanding. Standing for hours, projecting warmth to every guest, managing impatience and disappointment — it takes a toll. This question checks whether the pace is sustainable or whether they're burning out. A host who's exhausted by the end of every shift is giving worse greetings and looking for the exit.

What good answers sound like:

• Honest about energy levels rather than performing toughness
• Identifies specific shifts or patterns that drain them
• Distinguishes between "good busy" (energising) and "bad busy" (exhausting)

What to do with the answer: If they're exhausted, look at their schedule. Are they working too many peak shifts in a row? Do they get adequate breaks? Is there support during the busiest periods? Small adjustments can prevent burnout.

"Do you feel like you have enough authority to make calls? Can you decide on wait times, walk-in seating, and table assignments, or do you have to check everything?"

A host who can't make decisions quickly becomes a bottleneck. If they have to find a manager before deciding whether to seat a walk-in, give a wait time estimate, or adjust a table assignment, service slows and guests notice. This question reveals whether you've given them enough autonomy.

What good answers sound like:

• Clear about where they feel empowered and where they feel restricted
• Gives examples of situations where they wished they could act independently
• Shows good judgement about when to act and when to check

What to do with the answer: Clarify their authority explicitly. "You can give accurate wait times, seat walk-ins at your discretion, and adjust table assignments for operational reasons. Check with me if a VIP requests something unusual or if there's a guest complaint you can't resolve." Clear boundaries are better than vague expectations.

"Is there anything you need from me that you're not getting?"

This is the most important question in the section. It directly asks whether you're doing your job as their manager. Whatever they say, write it down. Then do it or explain why you can't — within 48 hours, not at the next one-to-one.

What good answers sound like:

• Specific and actionable ("I need you to tell the waiters to update me on table status" rather than "more support")
• Trusts you enough to ask for something
• Acknowledges what you're already doing well alongside the gap

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

Record energy levels, frustrations, and support requests. Flag anything that suggests burnout or flight risk — these notes are critical early-warning signs that need action, not just documentation.

Engagement Indicators

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

Maintaining genuine warmth and greeting energy — Is your host still greeting every guest with genuine warmth, or has the welcome become mechanical? A host who used to make every arrival feel special but now just processes people through the door is showing disengagement. Pay attention to their energy at the greeting and whether they're reading guests or going through the motions.

Handling difficult situations independently — Are they still resolving problems at the door — long waits, unhappy guests, seating complaints — without needing management? A host who starts escalating situations they used to handle confidently is either losing confidence or losing interest.

Arriving punctually and staying focused throughout shift — Are they arriving ready and engaged, or cutting it fine and losing focus as the shift wears on? Punctuality and sustained attention indicate someone who values being here. Clock-watching and early-shift energy drops suggest disengagement.

Keeping appearance and presentation polished — Is their presentation as sharp as it was? The host is the visual first impression of the restaurant. A subtle decline in grooming or uniform standards can signal declining engagement or personal difficulties. Notice it as a potential indicator, not an appearance issue.

Speaking positively about the workplace — Do they talk about the restaurant positively, or have their comments become cynical or detached? Listen to how they discuss the team, the operation, and the guests. Positive engagement indicates investment; sustained negativity indicates they're checking out.

Taking ownership of decisions confidently — Are they making seating calls, managing the waitlist, and handling walk-ins with confidence? Or have they started checking everything with management? A host who was previously decisive but has become hesitant is either losing confidence or losing interest.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this host 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 trying [Z]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Talk to waiters about table status updates by Friday")
• Their commitments with deadlines (e.g., "Try the new walk-in script this weekend")
• Any items to escalate to your manager
• Topics to revisit next time

Follow-through matters more than anything else in this template. If you promise something, tell them when you've done it — don't wait for the next meeting. Text: "Spoke to the team about table status updates — let me know if it improves this weekend." Hosts are used to managers who don't follow through. Being reliable sets you apart. If you can't do something you promised, tell them immediately and offer an alternative.

Session Notes

Record your overall impressions from the conversation: patterns you're noticing, changes in their engagement or mood, anything you want to revisit in future sessions.

This is also where you note how your approach should adapt:

• First 90 days: 80% listening, 20% guiding. Focus on understanding their world.
• Established relationship: Push into development territory. Career conversations, skill-building, responsibility growth.
• When things are going well: Share business context, ask for their input on guest flow 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 Restaurant Host performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

• Read our Restaurant Host interview guide for hiring the right person in the first place
• Check out our Restaurant Host onboarding guide if you're supporting someone in their first 90 days