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

Why structured restaurant manager one-to-ones matter

Your restaurant manager is the person running your business day to day. They own the P&L, lead the team, set the culture, and handle the problems that never make it to you. When they're performing well, the restaurant runs itself. When they're struggling, everything — revenue, retention, guest experience — deteriorates.

The challenge is that restaurant managers are used to being the ones asking the questions, not answering them. They solve problems all day and rarely get space to reflect on their own challenges. Without intentional one-to-ones, you'll only hear about issues when they've escalated beyond their control — or when they tell you they're leaving for a competitor.

This template structures your conversations around the areas that matter most for a restaurant manager: commercial performance, operational challenges, team leadership, growth ambitions, and wellbeing. Each section builds on the last: preparation gives you context, their agenda shows you what's on their mind, and the discussion sections work through role performance, relationships, development, and support.

Preparation

Complete these steps before each meeting to ensure a focused and productive conversation. Arriving prepared shows your restaurant 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 review the budget for a new hire or escalate a maintenance issue, check whether you followed through. Restaurant managers track their own follow-through relentlessly — they notice when you don't.

Check recent performance data or feedback — Pull the key numbers: revenue vs budget, labour cost percentage, guest satisfaction scores, and any notable trends. Check online reviews from the past fortnight. This takes five minutes and gives you specific talking points instead of asking "How's it going?" — which a good restaurant manager will answer with "Fine" regardless of reality.

Note any observations from the past week — Think about what you've noticed during your visits. Was the floor well-staffed? Did service feel smooth? Was the restaurant manager visible and present, or stuck in the office? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Message them the day before: "Anything you want to prioritise for tomorrow's catch-up?" Restaurant managers are strategic thinkers — give them time to prepare. If they respond with operational minutiae, probe: "That's useful — anything bigger-picture you want to talk through?"

Customisation tips:

• Fortnightly meetings work better than weekly for experienced restaurant managers — they need autonomy, not constant check-ins
• 45 minutes is appropriate. These conversations cover strategic and commercial ground that deserves proper time
• Meet off-site occasionally — a coffee shop removes the temptation to walk the floor mid-conversation
• For new restaurant managers in their first six months, keep these weekly until you're confident they've settled into the role

Their Agenda

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

If they jump straight to operational updates — rota gaps, supplier issues, maintenance requests — listen, but then redirect: "Those are important. Before we get into them, how are you doing? How does running this restaurant feel right now?" Restaurant managers are problem-solvers by nature. They'll report status unless you explicitly ask for reflection.

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 from their position, not managing it from yours.

If you have items to cover — financial targets, group initiatives, upcoming changes — mention them at the start so they know it's coming, then let them go first: "I want to discuss the Q2 budget before we finish, but first — what do you need to talk about?"

What to record: Their exact concerns in their own words. Don't translate into corporate language — "I'm drowning in admin" captures reality better than "discussed workload management."

Role Performance

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

"How's the P&L looking? Anything concerning or encouraging in the numbers?"

This reveals whether your restaurant manager is genuinely on top of the commercial performance or flying blind. A manager who knows their numbers — food cost trends, labour percentage by day, revenue vs last year — is managing proactively. One who gives vague answers like "Yeah, it's alright" needs more financial development.

What good answers sound like:

• References specific numbers and trends rather than general feelings
• Identifies what's driving variances — positive or negative
• Has already taken action on concerning trends rather than waiting to be asked

What to do with the answer: If they're financially sharp, move quickly and focus your time elsewhere. If they're vague, explore whether it's a knowledge gap (they need training) or a time gap (they're too busy with operations to analyse the numbers). The fix is different for each.

"What's the single biggest operational issue in the restaurant right now?"

This forces prioritisation. Restaurant managers deal with dozens of issues simultaneously, and asking for the single biggest one reveals what's consuming their mental energy. It might be staffing, a kitchen equipment failure, a difficult team member, or a service-flow problem. Whatever it is, it's the thing most likely to be keeping them up at night.

What good answers sound like:

• Names one specific issue with clear articulation of impact
• Has already attempted to solve it or has a plan forming
• Distinguishes between urgent fires and structural problems

What to do with the answer: Help them solve it. If it needs resources, discuss budgets. If it needs a decision above their authority, make it. If it's a people issue, coach them through the approach. Your job is to remove obstacles, not just listen to them.

"How's the guest experience right now? What are you hearing from feedback, reviews, and the floor?"

This checks whether they're staying close to the guest. A restaurant manager who relies solely on online reviews is reactive. One who walks the floor, reads body language, checks in with guests mid-service, and talks to their team about guest interactions is proactive. The best managers can tell you what guests are saying before the reviews appear.

What good answers sound like:

• Blends formal feedback data with informal floor observations
• Identifies specific patterns rather than general positivity
• Has already acted on concerns rather than just noting them

What to do with the answer: If they're close to the guest experience, acknowledge it — this is a skill, not a given. If they're detached, discuss how to build regular guest contact into their week.

"What decision are you facing that you'd like my input on?"

This serves two purposes: it surfaces real dilemmas they're weighing, and it signals that you're available as a thinking partner, not just an authority figure. Restaurant managers often hesitate to ask for input because they feel they should have all the answers. Creating explicit permission changes that dynamic.

What good answers sound like:

• Presents a genuine dilemma with pros and cons already considered
• Asks for perspective rather than permission
• Shows strategic thinking about consequences and trade-offs

What to do with the answer: Don't solve it for them. Ask questions: "What are you leaning toward? What's the risk if it doesn't work? What would you need to feel confident?" Develop their decision-making rather than replacing it.

Record the key points from your discussion, focusing on commercial trends, operational challenges, and decisions pending. Note specific numbers they referenced — these are valuable evidence for performance reviews and help you track whether issues resolve over time.

Team and Relationships

These questions surface the dynamics that affect how your restaurant manager leads — their management team, the chef relationship, retention risks, and your working partnership.

"How's your management team - AM, supervisors, duty managers? Who's performing, who needs attention?"

Your restaurant manager's effectiveness is multiplied or limited by their management team. This question reveals whether they're developing their people, tolerating underperformance, or carrying too much themselves. A manager who says "everyone's fine" probably isn't assessing closely enough. A manager who names specific strengths and concerns is leading intentionally.

What good answers sound like:

• Gives differentiated assessments of each person rather than blanket statements
• Identifies development needs alongside performance concerns
• Has plans for each person, not just observations

What to do with the answer: If someone needs attention, discuss the approach together. If the management team is strong, explore how to give them more responsibility. If there are gaps, discuss hiring or restructuring.

"How's the relationship with the head chef? Real partnership, or underlying friction?"

The manager-chef relationship is the single most important dynamic in any restaurant. When it works, the restaurant flows. When it's fractured, the team splits into camps, service suffers, and both leaders burn out fighting each other instead of building together. Ask directly — don't wait for it to surface as a crisis.

What good answers sound like:

• Honest about the real dynamic, not just the professional surface
• Identifies specific friction points rather than personality complaints
• Shows willingness to invest in the relationship, not just manage around it

What to do with the answer: If there's genuine friction, consider whether you need to facilitate a conversation between them. If it's personality-based, help them find common ground around shared goals. If it's structural (unclear responsibilities, conflicting priorities), clarify the operating model.

"Who on the team are you most worried about losing? Who are you developing for the next step?"

This reveals whether your manager is thinking about talent strategically or just filling shifts. The people they're worried about losing are your retention risks — and the people they're developing are your succession pipeline. Both matter enormously, and a manager who thinks about neither is managing reactively.

What good answers sound like:

• Names specific people with clear reasons for concern or optimism
• Has already taken action to retain or develop key individuals
• Connects talent conversations to business needs, not just personal relationships

What to do with the answer: If they're worried about losing someone, discuss what retention actions are available — pay, development, recognition, flexibility. If they're developing someone, ensure they have the tools and authority to do it properly.

"How's your relationship with me working? Is there anything I'm doing that's making your job harder?"

This is the hardest question to ask and the most valuable to hear answered honestly. Your restaurant manager won't tell you that your last-minute demands are disruptive, or that your visits feel like inspections, or that you promised something six weeks ago and forgot — unless you explicitly invite that feedback and respond well when you get it.

What good answers sound like:

• Specific and constructive rather than vague reassurances
• Trusts you enough to name something real
• Focuses on working-relationship improvements, not personal complaints

What to do with the answer: Thank them. Don't defend. Write it down and act on it. If you respond well to honest feedback, you'll get more of it. If you get defensive, they'll never be honest again.

Capture the team dynamics discussed, management team assessments, and the state of the chef-manager relationship. Note any retention risks or development plans — these recur across reviews and succession planning.

Growth and Development

These questions explore where your restaurant manager sees their career heading. The answers shape how you invest in their growth and how long you can expect to retain them.

"Where do you see yourself in three years? Multi-site, area management, operations director, your own place?"

Restaurant managers have clear career paths available to them — multi-site management, area or regional roles, operations director, or independent ownership. Knowing which direction they're looking tells you everything about how to develop and retain them. If they want multi-site, give them exposure to your other sites. If they want their own place, be honest about timelines and help them build the skills.

What good answers sound like:

• Specific about direction rather than vague about ambition
• Realistic about the timeline and what's needed to get there
• Willing to have an honest conversation about their future, even if it means leaving

What to do with the answer: If they want to progress within your organisation, show them the path and start building toward it. If they want their own restaurant eventually, invest in them anyway — you'll get their best years while they're with you, and you'll build a reputation as someone who develops talent.

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

This reveals the gap between their current experience and their ideal. The answer might be more autonomy, better resources, less admin, a stronger team, clearer targets, or more recognition. Whatever it is, it's the lever that will keep them engaged and performing at their best.

What good answers sound like:

• Names something specific and achievable rather than utopian
• Shows they've reflected on what they need to thrive
• Balances personal satisfaction with business reality

What to do with the answer: Try to close the gap. If they want more autonomy, give it with clear accountability. If they want better resources, build a business case. If they want recognition, start providing it consistently. Small changes to their daily experience matter more than grand gestures.

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

This is the most valuable question in the section. It surfaces the thing most likely to trigger their departure — and gives you the chance to address it before it becomes a decision. Restaurant managers leave for predictable reasons: better pay, more autonomy, less stress, closer to home, or a better opportunity. Knowing which reason applies lets you act.

What good answers sound like:

• Honest rather than diplomatic
• Names a specific trigger rather than a general feeling
• Trusts you enough to have the conversation openly

What to do with the answer: Don't panic. Don't make promises you can't keep. If the reason is fixable, fix it. If it's not (they want to move cities, for example), plan for the transition with dignity. Knowing early is always better than being surprised.

Record their career direction, what would make this their best role, and their potential flight triggers. This feeds directly into performance review objectives and succession planning.

Wellbeing and Support

These questions catch frustration, authority gaps, and unmet needs. Restaurant managers absorb enormous pressure — they need to know you see it and care about it.

"What's the single most frustrating thing about running this restaurant right now?"

This cuts through the professional veneer to their top priority. Whatever they name is the thing most likely to erode their engagement if left unaddressed. The "single most" framing forces them to prioritise rather than list everything — though you should ask "What else?" after they answer.

What good answers sound like:

• Names something specific and impactful rather than minor irritations
• Trusts you enough to be genuinely honest
• Differentiates between temporary frustrations and structural 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.

"Do you have enough authority to run this restaurant properly? Where do you feel you should be making calls but can't?"

Restaurant managers who lack authority become bottlenecked and frustrated. If they need approval for routine decisions — hiring, small maintenance spend, menu tweaks, supplier changes — they'll spend their energy seeking permission instead of running the restaurant. This question reveals where the authority boundaries feel wrong.

What good answers sound like:

• Identifies specific decisions where they feel constrained
• Distinguishes between appropriate escalation and unnecessary restriction
• Proposes sensible authority levels rather than just complaining

What to do with the answer: Expand their authority where appropriate. Define clear boundaries: "You can approve maintenance spend up to [amount] without checking. Anything above that, let's discuss." Explicit delegation is better than assumed permission.

"What do 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 line 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 quicker decisions on the recruitment requests" 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 status reports.

Record frustrations, authority gaps, and support requests. Flag anything that suggests burnout or disengagement — 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, 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.

Actively pushing back and challenging decisions — Is your restaurant manager still disagreeing with you when they think you're wrong? A manager who stops pushing back has either given up, disengaged, or decided it's not worth the effort. Healthy challenge is a sign of investment. Compliance is a sign of detachment. If they've gone quiet, find out why.

Maintaining visible floor presence — Are they still spending meaningful time on the floor during service, or have they retreated to the office? A restaurant manager who's present during service — greeting guests, supporting staff, reading the room — is engaged and leading. One who's behind a desk during peak hours may be overwhelmed with admin or disconnecting from the operation.

Bringing new ideas and innovations regularly — Are they still suggesting improvements — menu changes, service tweaks, team initiatives, cost savings? Restaurant managers who stop innovating have either lost enthusiasm or been knocked back too many times. If the ideas have dried up, explore whether it's burnout or whether they feel their ideas aren't valued.

Showing focus and investment in current role — Are they fully present, or does it feel like they're going through the motions? A restaurant manager who's interviewing elsewhere, mentally checked out, or focused on their next move rather than their current restaurant will show subtle signs — less attention to detail, fewer proactive conversations, reduced energy during service.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this restaurant manager needs urgent attention — increase frequency to 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 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., "Approve recruitment request by Friday")
• Their commitments with deadlines (e.g., "Present proposal for new rota structure by month end")
• Any items to escalate to your director or board
• Topics to revisit next time

Follow-through matters more than anything else in this template. Restaurant managers are used to being let down by head office. If you promise something, tell them when you've done it — don't wait for the next meeting. Text: "Recruitment approved — go ahead and start interviewing." 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 commercial focus, anything you want to revisit in future sessions.

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

• First six months: 70% listening, 30% guiding. Focus on understanding how they run the restaurant and building trust.
• Established relationship: Push into strategic territory. Multi-site exposure, P&L ownership, leadership development.
• When things are going well: Share group context, ask for their input on wider business decisions, acknowledge specific contributions publicly.
• When things are struggling: Increase frequency, ask diagnostic questions, focus on removing obstacles rather than adding pressure.

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

• Check out our Restaurant Manager onboarding guide if you're supporting someone in their first 90 days
• See our Restaurant Manager interview guide for how to assess candidates before they join