How to Use the Sous Chef One-to-One Template

Why structured sous chef one-to-ones matter

Your sous chef is the most important person in your kitchen after the head chef — and arguably the most underserved by management structures. They bridge the gap between cooking and leading, between executing someone else's vision and developing their own, and between being a team member and being in charge. When they're performing well, the kitchen runs smoothly on the head chef's days off, the CDP team develops, and service is consistent. When they're struggling, standards drop, the team fractures, and the head chef burns out covering gaps.

The challenge is that sous chefs are squeezed from both sides. They answer to the head chef, who may not give them enough autonomy, while managing a team that may not fully respect their authority. Without intentional one-to-ones, you'll miss the tension building underneath — until they either stagnate or leave for a head chef position elsewhere.

This template structures your conversations around the areas that matter most: how they balance cooking with managing, their relationship with the head chef, their career trajectory, and what support they need to develop. 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 sous chef 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 discuss their development with the head chef or give them more responsibility on certain services, check whether you followed through. Sous chefs track what was promised — they notice when commitments aren't kept.

Check recent performance data or feedback — Review kitchen performance: service issue rates, prep completion, any send-backs or complaints related to food quality. Check with front of house about how recent services felt from their perspective. Talk to the head chef informally about how the sous chef's been performing. This gives you specific talking points.

Note any observations from the past week — Think about what you've noticed in the kitchen. Were they managing the team effectively or doing everything themselves? How did they handle the last service they ran without the head chef? Did they deal with a kitchen crisis calmly? Write down two or three specific observations before the meeting.

Send agenda prompt to employee ahead of time — Text them the day before: "What's the biggest issue in the kitchen right now that you're dealing with?" Sous chefs think in operational terms — this gives them a direct, practical prompt. If they say "nothing major," try: "How did Tuesday's service go when [head chef] was off?"

Customisation tips:

• Fortnightly meetings work best for experienced sous chefs. Weekly during their first three months or during menu development periods
• 20 minutes is enough for a regular check-in. Allow longer when discussing career progression or head chef readiness
• Meet outside the kitchen — a quiet table or private space. The kitchen is their workplace and it's hard to reflect there
• For sous chefs who are clearly ready for a head chef role, ensure these conversations address that transition directly

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 immediately start with operational updates — stock issues, equipment problems, a CDP who's struggling — listen carefully, but then redirect: "Those are important. But how are you doing? How does the role feel right now?" Sous chefs are fixers by nature. They'll report on the kitchen before reflecting on themselves unless you explicitly invite it.

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.

If you have items to cover — menu changes, staffing decisions, feedback from the head chef — mention them at the start so they know it's coming, then let them go first: "I want to talk about the new menu plan before we finish, but first — what do you need to talk about?"

What to record: Their exact concerns in their own words. Don't sanitise kitchen language — "I'm spending half my time on prep that the CDPs should be doing" captures reality better than "discussed delegation opportunities."

Role Performance

These four questions are designed to uncover how your sous chef is managing the balance between cooking, leading, and administrating. Work through each one during the conversation and tick it off as you cover it.

"Walk me through how you split your time between cooking, managing, and admin. Is the balance right?"

This reveals whether your sous chef is operating at the right level. A sous chef who spends 80% of their time cooking is a senior CDP, not a sous chef. One who's buried in admin isn't leading the team. The ideal balance shifts depending on service demands, but the self-awareness to reflect on the split is what matters.

What good answers sound like:

• Gives an honest breakdown with specific examples
• Identifies where the balance is wrong and has ideas for adjusting it
• Shows awareness that managing and developing the team is their primary value

What to do with the answer: If they're cooking too much, discuss what's pulling them to the stove — staffing gaps, control issues, or lack of confidence in the team. If they're drowning in admin, review which tasks could be delegated or automated. Help them find the right balance for the current stage of the business.

"When you cover for the head chef, what's the hardest part? What feels different?"

Covering for the head chef is the sous chef's proving ground. This question surfaces what they find genuinely challenging about running the kitchen alone — which is exactly what they need to master before stepping up. The hard parts are usually decision-making under pressure, handling unexpected problems without backup, and maintaining the head chef's standards without their presence.

What good answers sound like:

• Names specific challenges rather than saying "it's fine"
• Reflects on the difference between executing and leading
• Shows growth from previous cover shifts

What to do with the answer: Whatever they find hardest is the development priority. If it's decision-making, give them more authority to make calls during regular service. If it's standards maintenance, discuss how to set expectations with the team. If it's handling front-of-house communication, arrange for them to do more of it.

"What's happening in the kitchen that the head chef might not see? Things that only come up when they're not around?"

This is one of the most valuable questions you can ask. The sous chef sees the kitchen differently from the head chef — they see the team's behaviour when the boss is away, the shortcuts that get taken, the conflicts that simmer below the surface, and the processes that only work because someone compensates for them. This intelligence is critical for understanding the true state of your kitchen.

What good answers sound like:

• Shares specific observations with trust and candour
• Distinguishes between minor issues and genuine concerns
• Has tried to address some issues independently before raising them

What to do with the answer: Don't immediately take everything to the head chef — that breaks trust. Discuss which issues the sous chef should handle, which need the head chef's involvement, and which need your support. Use this information wisely.

"Which service this week went best? Which one was hardest? What made the difference?"

This develops their ability to analyse service performance rather than just survive it. The best sous chefs can articulate why a service went well (prep was complete, team communication was strong, covers were manageable) and why one went badly (short-staffed, equipment failure, unexpected rush). This analytical skill is essential for a future head chef.

What good answers sound like:

• Names specific services with clear analysis of causes
• Identifies patterns rather than just listing events
• Shows they're thinking about prevention, not just reaction

What to do with the answer: If they can analyse services well, push them further — "What would you have done differently?" If their analysis is surface-level, ask probing questions to develop their thinking. This reflective practice is one of the most important development tools for a sous chef.

Record the key points from your discussion, focusing on the cooking-managing balance, head chef cover performance, and hidden kitchen issues. Note specific services they referenced — these are valuable evidence for performance reviews.

Team and Relationships

These questions surface the dynamics that define the sous chef experience — the head chef relationship, team development, and authority.

"How's your relationship with [head chef]? Do you feel like partners, or is there a gap between you?"

The sous chef-head chef relationship is the foundation of kitchen performance. When it works, they complement each other's strengths, share leadership, and build a stronger team together. When it doesn't, the sous chef becomes a glorified CDP who follows orders without developing, or the relationship becomes competitive rather than collaborative.

What good answers sound like:

• Honest about the real dynamic, including tensions
• Identifies specific areas where the partnership works and where it doesn't
• Shows investment in improving the relationship rather than just complaining

What to do with the answer: If the relationship is strong, acknowledge it and explore how to deepen it — joint menu development, shared decision-making, clear responsibilities. If there's friction, understand whether it's personal (style differences) or structural (unclear roles, competing authority) and help address it.

"Which of the CDPs concerns you most? Who needs more support or development?"

This reveals whether your sous chef is thinking about the team as individuals or just as a workforce. A good sous chef knows who's ready for more responsibility, who's struggling with consistency, and who might be thinking about leaving. The CDP they're most concerned about is often the one who needs the most attention — and the sous chef's assessment tells you about their leadership maturity.

What good answers sound like:

• Names a specific person with clear reasoning
• Has already taken action or has a plan
• Shows genuine investment in the team's development, not just their output

What to do with the answer: Coach them on the appropriate response. If a CDP needs development, help the sous chef structure it. If someone's underperforming, discuss how to have that conversation. Support their leadership — don't bypass them by going directly to the CDP.

"When you need to give difficult feedback to someone on the team, how does it go? What's hardest about those conversations?"

Feedback delivery in a kitchen is different from front of house. The environment is high-pressure, the culture can be blunt, and the line between directness and aggression is easy to cross. This question reveals whether your sous chef can give constructive feedback that drives improvement rather than just shouting during service.

What good answers sound like:

• Describes specific feedback situations with honest reflection
• Recognises the difference between in-service correction and developmental feedback
• Shows they're working on their communication style

What to do with the answer: If they're too harsh, discuss the impact on team retention and morale. If they avoid feedback, explore what's holding them back. Help them develop a style that's direct, fair, and effective — qualities that will define them as a head chef.

"Do you feel like the head chef backs your decisions, or do people go over your head?"

Authority undermining is one of the most corrosive dynamics in a kitchen. If CDPs learn they can go to the head chef to override the sous chef's decisions, the sous chef's authority collapses. This question surfaces whether the authority structure is working or whether it needs reinforcement.

What good answers sound like:

• Honest about whether their authority is supported
• Names specific examples rather than general complaints
• Shows resilience alongside frustration

What to do with the answer: If their authority is being undermined, address it directly — with the head chef and with the team. The sous chef needs to know that their decisions are backed. If the undermining is coming from the head chef directly (overriding in front of the team), this needs a private conversation with the head chef.

Capture the team dynamics discussed, the head chef relationship, CDP assessments, and authority issues. These notes are critical for understanding kitchen culture and for the sous chef's performance review.

Growth and Development

These questions explore the question that defines every sous chef's career: when and whether they're ready to be a head chef. The answers shape how you invest in their growth.

"Do you want to be a head chef? And if so, when - soon, or are you still developing?"

There's no wrong answer, but the answer determines everything. A sous chef who wants a head chef role soon needs accelerated development — menu writing, costing, supplier management, kitchen design, team building. One who's content as a sous chef needs depth — technical mastery, consistency, mentoring skills. And one who's unsure needs exploration — exposure to head chef responsibilities without the pressure of commitment.

What good answers sound like:

• Honest about their ambition and timeline
• Specific about what attracts or concerns them about the head chef role
• Shows self-awareness about their readiness

What to do with the answer: If they're ready soon, start the transition — give them menu writing responsibility, involve them in supplier meetings, let them run the kitchen for extended periods. If they're not ready yet, identify the specific gaps and build a development plan. If they're unsure, create safe opportunities to test the waters.

"What's the biggest thing you'd need to learn or improve to be ready for a head chef role?"

This surfaces their honest self-assessment of their readiness gap. Whatever they name is the most important development target. Common answers include: menu creation, food costing, managing upward, hiring, handling front-of-house relationships, or managing their own stress and hours. Each points to a specific development opportunity.

What good answers sound like:

• Names something specific rather than saying "nothing" or "everything"
• Shows vulnerability and genuine self-reflection
• Connects the gap to real experiences

What to do with the answer: Create a plan to build the skill they name. If it's menu writing, assign them a section of the next menu development. If it's food costing, have them cost the current menu. If it's managing upward, include them in management meetings. Practical experience teaches faster than theory.

"When you think about running your own kitchen, what excites you? What worries you?"

This question captures both the motivation and the anxiety. What excites them tells you what drives them. What worries them tells you what to develop. Both pieces of information are equally valuable. A sous chef who's excited about creative freedom but worried about people management has a clear development path. One who's excited about leadership but worried about food costing needs commercial exposure.

What good answers sound like:

• Specific about both excitement and concern
• Shows they've genuinely thought about the reality of being a head chef
• Balances ambition with self-awareness

What to do with the answer: Address the worries with development opportunities. Amplify the excitement with recognition and support. This balance — reducing anxiety while building confidence — is the core of sous chef development.

Record their head chef ambitions, readiness self-assessment, and the excitement-worry balance. This feeds directly into performance review objectives and succession planning.

Wellbeing and Support

These questions catch frustration, exhaustion, and unmet needs. Sous chefs work some of the longest hours in hospitality — they need to know you see the toll and care about it.

"What's the single most frustrating thing about being sous chef here?"

This cuts through the professional veneer to their top priority. Sous chefs are commonly frustrated by: lack of authority, being stuck doing prep, the head chef's management style, long hours with no recognition, or feeling ready for a head chef role but seeing no opportunity. Whatever they name is the retention risk.

What good answers sound like:

• Names something specific and genuine
• 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 it's authority, address it with the head chef. If it's long hours, review the schedule. If it's career frustration, create a pathway. Speed of response matters more than perfection.

"Are there decisions you feel you should be able to make that currently go through the head chef?"

This reveals where the authority boundaries feel wrong. A sous chef who needs to check every ordering decision, every rota adjustment, and every dish tweak isn't developing as a leader — they're an expensive assistant. This question surfaces where more autonomy would improve both their development and the kitchen's efficiency.

What good answers sound like:

• Identifies specific decisions where they feel unnecessarily restricted
• Proposes sensible authority levels
• Shows good judgement about which decisions genuinely need the head chef's input

What to do with the answer: Discuss with the head chef. Some sous chefs are held back because the head chef is controlling; others because they haven't demonstrated the judgement needed. Clarify authority explicitly: "You own the prep schedule. You can adjust the rota for your shifts. Ordering changes above [amount], check with [head chef]."

"Are you getting enough time off? How's the schedule affecting you outside work?"

Kitchen hours are brutal, and sous chefs often work the longest shifts because they're covering the gap between the head chef's schedule and the rest of the team. This question checks whether the workload is sustainable. A sous chef who's exhausted is giving worse leadership, making more mistakes, and looking for the exit.

What good answers sound like:

• Honest about energy levels rather than performing toughness
• Identifies specific schedule patterns that are unsustainable
• Distinguishes between "hard but manageable" and "burning out"

What to do with the answer: If they're exhausted, look at the schedule. Can you hire a senior CDP to share the load? Can you adjust the head chef's schedule to reduce sous chef coverage? Small changes — one guaranteed day off per week, no more than five consecutive days — can prevent burnout.

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

What good answers sound like:

• Specific and actionable ("I need you to talk to [head chef] about giving me more responsibility 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 you make commitments and don't follow through, trust disappears and future one-to-ones become operational updates.

Record frustrations, schedule concerns, authority gaps, and support requests. Flag anything that suggests burnout or readiness to leave — sous chefs who feel stuck and exhausted are the most likely to hand in their notice without warning.

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.

Showing initiative and anticipating needs — Is your sous chef still spotting problems before they happen, suggesting improvements, and taking ownership of kitchen operations? A sous chef who's stopped anticipating — who waits to be told rather than acting — has either given up or doesn't feel their initiative is valued.

Delegating with proper follow-up — Are they delegating tasks to the CDP team and then checking the results? Or are they either doing everything themselves (not delegating) or handing things off and not following up (abdicating)? Effective delegation with follow-through is the clearest sign of leadership development.

Maintaining regular interaction with head chef — Are they communicating proactively with the head chef about menu development, team issues, and service planning? Or have they withdrawn into executing orders? A sous chef who stops initiating conversations with the head chef may have become frustrated with the dynamic.

Actively developing the CDP team — Are they coaching CDPs, giving feedback, and building skills? Or is the team static? A sous chef who invests in developing their CDPs is thinking like a future head chef. One who treats them as workers to be directed is thinking like a senior CDP.

Staying beyond shift end to ensure proper handover — Do they make sure the kitchen is properly handed over, or do they leave on time regardless of state? Staying to ensure quality handover shows ownership. Leaving mid-prep shows disengagement.

Showing commitment to current role and team — Are they fully present, or does it feel like they're going through the motions? A sous chef who's mentally checked out — less attention to detail, reduced energy, fewer conversations about the future — may have decided to leave.

Note which indicators you couldn't tick and what you've observed. If multiple indicators are absent, this sous chef needs urgent attention — increase frequency and focus on understanding what's changed.

Actions and Follow-Up

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

"So by next time I'm going to: [your actions]. And you're going to: [their actions]. Is that right?"

Then send a brief message confirming: "From today: I'm sorting [X] + [Y]. You're working on [Z]. Chat next [day] at [time]."

What to record:

• Your commitments with deadlines (e.g., "Discuss authority boundaries with head chef by Friday")
• Their commitments with deadlines (e.g., "Run Friday and Saturday service independently")
• Any items to escalate to the restaurant manager or owner
• Topics to revisit next time

Follow-through matters more than anything else in this template. Sous chefs are used to promises that don't materialise — "We'll get you running more services" or "I'll talk to the head chef about giving you more ownership." If you say it, do it. If you can't, explain why immediately. Reliability builds the trust that makes these conversations genuinely useful.

Session Notes

Record your overall impressions from the conversation: patterns you're noticing, changes in their leadership maturity or engagement, 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 the kitchen dynamic and the head chef relationship.
• Established in role: Push into head chef readiness. Menu development, costing, supplier management, team-building responsibilities.
• When things are going well: Increase their autonomy, give them extended periods running the kitchen, and involve them in business-level decisions.
• When things are struggling: Increase frequency, focus on the head chef relationship, and address specific frustrations directly.

Over time, these session notes create a narrative of their leadership development — invaluable for performance reviews and for supporting their transition to a head chef role.

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

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