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

Why structured restaurant supervisor one-to-ones matter

Your restaurant supervisor sits in one of the hardest positions in hospitality. They were probably your best waiter — and now they're expected to lead people who were their peers yesterday. They're caught between serving and supervising, between being liked and being respected, and between following your instructions and developing their own leadership voice.

The challenge is that supervisors often don't get enough structured support. They're too senior to be managed like a waiter but too junior to be left to figure it out alone. Without intentional one-to-ones, you'll miss the moments where they need coaching, watch them retreat to serving instead of leading, and lose them to frustration or stagnation.

This template structures your weekly conversations around the areas that matter most for supervisor development: how they're balancing service and leadership, how they're managing former peers, where they see their career going, and what support they need from you. 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 performance, relationships, development, and wellbeing.

Preparation

Complete these steps before each meeting to ensure a focused and productive conversation. Arriving prepared shows your restaurant supervisor 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 give them more responsibility during Saturday service or address a team issue they raised, check whether you followed through. Supervisors notice when their manager doesn't deliver — it undermines the authority you're trying to build in them.

Check recent performance data or feedback — Look at how their shifts ran: covers, complaints, any incidents. Check whether the waiters they supervised had consistent service standards. Ask the team informally how recent shifts felt. This gives you specific talking points rather than vague impressions.

Note any observations from the past week — Think about what you've noticed during service. Did they supervise actively or drift into serving? Did they run a strong pre-service briefing? Did they handle a problem independently or escalate everything? 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 recent shifts I should know about?" Supervisors are often diplomatic about team issues — if they reply "all good," try: "How did Saturday feel from your position? Anything you'd have done differently?"

Customisation tips:

• Weekly meetings work best for supervisors — they need regular coaching as they develop their leadership skills
• 15-20 minutes is enough for a weekly check-in. Keep it focused and actionable
• Sit at a quiet table, not in the office. The office feels like a disciplinary meeting — a table feels like a coaching conversation
• For newly promoted supervisors, keep these weekly without exception for the first six months. The peer-to-leader transition needs consistent support

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. Supervisors often have things they want to raise but feel uncertain about — they're still learning what's appropriate to bring to you versus handle themselves. If they still don't speak, offer a specific opener: "Talk me through Saturday night from your perspective. What went well, what didn't?"

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 — rota 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 next weekend's event before we finish, but first — what's on your mind?"

What to record: Their exact concerns in their own words. Don't paraphrase into management language — "I don't know how to tell [name] their service is slipping" captures reality better than "discussed feedback delivery challenges."

Role Performance

These four questions are designed to uncover how your supervisor is balancing leadership with service. Work through each one during the conversation and tick it off as you cover it.

"On Saturday night, how much time were you supervising versus serving? What's the ratio?"

This is the fundamental question for any restaurant supervisor. The biggest risk in this role is retreating to serving — it's comfortable, familiar, and immediately productive. But a supervisor who spends 80% of their time taking tables isn't supervising. This question forces them to reflect honestly on how they split their time, and it signals that you value their leadership contribution, not just their serving ability.

What good answers sound like:

• Gives an honest ratio with specific examples of what they did in each mode
• Recognises when they defaulted to serving and can explain why
• Shows awareness that supervising is their primary responsibility

What to do with the answer: If the ratio is too heavily weighted toward serving, discuss what pulled them in. Was it understaffing? Lack of confidence in the team? Comfort zone? The fix depends on the cause. Help them plan how to stay in supervisor mode during the next busy service.

"Walk me through how you ran the pre-service briefing. What did you cover?"

Pre-service briefings are a supervisor's first leadership moment of the shift. How they run them tells you whether they're leading or just relaying information. A strong briefing covers the reservation book, specials, allergen updates, section allocation, and any operational notes — delivered with confidence and authority. A weak briefing is a mumbled list of specials read from a piece of paper.

What good answers sound like:

• Describes specific content and how they delivered it
• Shows preparation rather than improvisation
• Mentions checking with the kitchen beforehand for updates

What to do with the answer: If their briefings are strong, acknowledge it — this is a genuine leadership skill. If they're weak, offer to observe one and give feedback. Alternatively, brief them on what a great pre-service briefing looks like and ask them to try it next shift.

"When something went wrong - a complaint, a delay, a waiter struggling - how did you handle it?"

Problem-solving under pressure is the core test of a supervisor. This question reveals whether they step forward into problems or step back and escalate. Both have appropriate moments, but a supervisor who escalates everything isn't developing, and one who handles everything alone might be making mistakes. You want to hear about considered, proportionate responses.

What good answers sound like:

• Describes a specific situation with clear actions taken
• Explains their reasoning for how they handled it
• Reflects on what worked and what they'd do differently

What to do with the answer: If they handled it well, say so specifically — "That's exactly the right call." If they escalated something they should have handled, discuss what they could have done. If they handled something beyond their authority, clarify boundaries without discouraging initiative.

"How are sections running? Any tables or positions that keep causing problems?"

Section management is where supervisors demonstrate operational thinking. This question reveals whether they're paying attention to the floor layout, rotation fairness, and recurring pain points. A supervisor who notices that table 7 always runs late because of its proximity to the kitchen, or that one section consistently gets the weakest waiter, is thinking like a manager.

What good answers sound like:

• Identifies specific patterns rather than saying "it's fine"
• Proposes solutions alongside problems
• Shows awareness of how section allocation affects waiter earnings and morale

What to do with the answer: If they've identified genuine issues, help them fix them. If they haven't noticed any problems, ask specific follow-up questions: "Who had the hardest section on Friday? Did the rotation feel fair?" Coach them to notice what they're currently overlooking.

Record the key points from your discussion, focusing on the supervising-versus-serving balance and their leadership development. Note specific examples they gave — these are valuable evidence for performance reviews.

Team and Relationships

These questions surface the dynamics that define the supervisor experience — managing former peers, giving feedback, and handling resistance.

"Who on the team needs the most attention from you right now?"

This reveals whether your supervisor is assessing their team members individually or treating everyone the same. A good supervisor knows who's struggling, who's coasting, and who's ready for more challenge. The person who needs the most attention might be a new starter, an underperformer, or a strong team member who's becoming disengaged.

What good answers sound like:

• Names a specific person with a clear reason
• Has already taken some action or has a plan forming
• Shows genuine care for the person alongside performance awareness

What to do with the answer: Coach them on the appropriate response. If it's a new starter, help them structure the support. If it's underperformance, discuss how to have that conversation. If it's disengagement, explore what's driving it.

"How's the dynamic with [waiter who was a peer]? Is the authority shift working?"

The peer-to-leader transition is the hardest part of becoming a supervisor. Former colleagues may test boundaries, ignore instructions, or undermine authority — sometimes subtly, sometimes openly. This question gives them permission to talk about something they might feel embarrassed to raise: "My friend doesn't take me seriously as their boss."

What good answers sound like:

• Honest about challenges rather than pretending everything is fine
• Describes specific situations rather than general discomfort
• Shows they've tried to address the dynamic rather than avoiding it

What to do with the answer: Normalise the difficulty. Every new supervisor faces this. Help them establish professional boundaries without destroying personal relationships. If a specific team member is actively undermining them, you may need to step in directly.

"When you need to give feedback to a waiter, how does that go?"

Feedback delivery is a core supervisory skill that most new supervisors haven't developed. They either avoid it entirely (letting standards slip) or deliver it badly (creating resentment). This question helps you understand their approach and coach them toward effectiveness.

What good answers sound like:

• Describes specific feedback conversations they've had
• Reflects on what worked and what felt uncomfortable
• Shows willingness to have difficult conversations even when it's hard

What to do with the answer: If they're avoiding feedback, explore what's holding them back — fear of conflict, uncertainty about authority, or simply not knowing how. If they're giving feedback badly, role-play a better approach. If they're doing well, acknowledge it explicitly.

"Has anyone pushed back on something you asked? How did you handle it?"

Pushback is inevitable for new supervisors, and how they handle it determines whether the team respects their authority. This question reveals whether they can hold their ground while maintaining relationships — or whether they either crumble or overreact.

What good answers sound like:

• Describes a specific situation with honest reflection
• Handled the pushback calmly and consistently
• Followed through rather than backing down

What to do with the answer: If they handled it well, reinforce it. If they backed down, discuss why and how to hold the line next time. If they overreacted, coach them on proportionate responses. The goal is calm, consistent authority.

Capture the team dynamics discussed, any peer-to-leader challenges, and feedback delivery development. Note specific team members who need attention — these recur across one-to-ones and are important for performance reviews.

Growth and Development

These questions explore career aspirations and the realities of the supervisor role. The answers shape how you invest in their growth.

"Do you see yourself moving toward management, or do you prefer supervising and serving?"

There's no wrong answer, but the answer changes everything about how you develop them. A supervisor who wants management needs operational exposure — rota planning, complaint handling, P&L basics, and running shifts independently. A supervisor who prefers the hybrid role needs mastery goals — training skills, floor leadership, and specialist knowledge. Both are valuable.

What good answers sound like:

• Honest about their trajectory without feeling pressured to perform ambition
• Specific about what attracts or concerns them about management
• Shows they've thought about it rather than just shrugging

What to do with the answer: If they want management, start giving them management tasks — trial rota writing, cash handling, supplier communication. If they prefer supervising, develop their leadership depth — coaching skills, briefing quality, and section management expertise.

"What's the hardest part of supervising right now?"

This surfaces their honest self-assessment of where the role challenges them. The answer might be giving feedback, managing former peers, staying out of serving mode, handling complaints independently, or balancing their own workload. Whatever it is, it's the development priority.

What good answers sound like:

• Names something specific rather than saying "it's all fine"
• Shows vulnerability and willingness to improve
• Connects the challenge to real situations

What to do with the answer: Create a plan to build the skill they name. If it's feedback, role-play conversations. If it's peer management, work through specific scenarios. If it's staying in supervisor mode, set a clear expectation for the next shift and review it together.

"If you were fully running the floor for a week, what would worry you?"

This reveals their readiness gap for the next level. Whatever they name is what needs developing before they can step up. It might be handling complaints alone, managing the rota, dealing with a no-show, or making decisions without checking with you. The specific worry tells you exactly where to focus their development.

What good answers sound like:

• Names something specific and realistic
• Shows self-awareness about their development needs
• Demonstrates they've thought about what management actually involves

What to do with the answer: Start building exposure to whatever worries them. If it's complaints, let them handle the next one with you nearby. If it's rota management, get them to draft next week's rota for your review. Small, supported experiences build confidence faster than theory.

Record their career direction, development interests, and readiness gaps. This feeds directly into performance review objectives and helps you plan their development pathway.

Wellbeing and Support

These questions catch frustration, authority issues, and unmet needs before they cause resignations. Supervisors are particularly vulnerable to burnout because they carry responsibility without full authority.

"What's the most frustrating thing about supervising right now?"

This cuts through professionalism to their top priority. Whatever they name is the thing most likely to make them step back to a waiter role or leave entirely. Common answers include: "The team doesn't listen to me," "I'm doing all the work of a manager without the pay," or "I don't know when to escalate and when to handle it." Each requires a different response.

What good answers sound like:

• Names something specific and genuine rather than diplomatic answers
• Trusts you enough to be honest about the role's difficulties
• Differentiates between temporary frustrations and structural problems

What to do with the answer: Fix it if you can. If they feel the team doesn't respect their authority, address it at team level. If they feel underpaid for the responsibility, review the compensation. If they don't know when to escalate, clarify boundaries explicitly.

"Do you have enough authority to do your job?"

Supervisors without clear authority are set up to fail. If they can't make decisions about section allocation, break timing, or handling minor complaints without checking with you, they're a messenger, not a leader. This question reveals whether the authority boundaries are clear and sufficient.

What good answers sound like:

• Identifies specific situations where they feel empowered and where they feel restricted
• Proposes reasonable authority levels rather than just complaining
• Shows good judgement about when to act and when to escalate

What to do with the answer: Clarify their authority explicitly. "You can handle any complaint up to comping a course. You can adjust section allocation during service. You can send someone on break when it's quiet. Anything involving disciplinary action, check with me first." Written clarity beats assumed understanding.

"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 supporting their development and their role properly. Whatever they say, write it down and act on it fast.

What good answers sound like:

• Specific and actionable ("I need you to back me up when I make a call during service" 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 they need public backing of their authority, do it at the next team briefing. If they need more training, schedule it. Speed of response builds trust.

Record frustrations, authority gaps, and support requests. Flag anything that suggests they're considering stepping back to a waiter role — this is a critical retention signal that needs immediate attention.

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.

Supervising actively rather than retreating to serving — Are they staying in supervisor mode during service, or do they default to taking tables when things get busy? A supervisor who retreats to serving under pressure hasn't fully transitioned into the role. Watch their behaviour during the peak 30 minutes — that's when the truth shows.

Continuing to flag team issues and concerns — Are they still bringing team observations to you, or have they gone quiet? A supervisor who flags issues — "I think [name] is struggling" or "The new starter needs more support" — is engaged and thinking about the team. One who stops reporting is either disengaged or feels their concerns aren't valued.

Maintaining service and presentation standards — Are they still holding the floor to the standard you expect? Checking table settings, monitoring service speed, addressing uniform issues? A supervisor who stops enforcing standards has either lost confidence in their authority or stopped caring. Either needs attention.

Balancing leadership with peer relationships — Can they give instructions and maintain friendships with former peers? This is the defining challenge of the role. A supervisor who's overly authoritarian will lose the team's goodwill. One who's too friendly will lose their respect. Watch for the balance — it's a skill that develops with coaching.

Note which indicators you couldn't tick and what you've observed. If the supervisor is retreating to serving mode or has stopped flagging concerns, they need increased support — more frequent one-to-ones and explicit coaching on the leadership aspects of the role.

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., "Clarify supervisor authority at next team briefing")
• Their commitments with deadlines (e.g., "Run pre-service briefing independently on Friday")
• Any items to escalate to your manager
• Topics to revisit next time

Follow-through matters more than anything else in this template. Supervisors are watching whether you treat them like a real leader or just another team member with a slightly different title. If you promise to back them up and then don't, they'll stop bringing you problems. Being reliable builds their trust in the role, not just in you.

Session Notes

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

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

• First 90 days as supervisor: 80% coaching, 20% checking. Focus on building their leadership confidence and clarifying authority boundaries.
• Established in role: Push into management exposure. Rota planning, complaint handling, cash management, running shifts independently.
• When things are going well: Increase their autonomy, reduce check-ins, and give them more responsibility publicly.
• When things are struggling: Increase frequency, work alongside them during service, and focus on specific skill gaps rather than general encouragement.

Over time, these session notes create a narrative of their leadership development — invaluable for performance reviews and promotion 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 Supervisor performance reviews for how to use the evidence you gather in these sessions to write a thorough, fair assessment.

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