Effective One-on-One Meetings for Restaurant Leaders

A 2 min read.

Frequently, my clients inquire about ways to enhance their communication with their managers, aiming for greater clarity in expressing expectations, continuous leadership development, and adept handling of challenging conversations, such as one-on-ones. Many restaurant leaders I collaborate with excel at pleasing people, fostering strong team relationships, but struggle with tough conversations due to the fear of straining those relationships.

Today, I challenge you to reconsider your role as a communicator and explore how you can refine your communication skills through effective one-on-one meetings. If you're not already conducting such meetings with your management team or business partners, now is the perfect opportunity to start and elevate your business.

If you are ready to level up your communication skills, let’s connect.

An article in the Harvard Business Review refers to one-on-one meetings as a potentially "powerful tool for managing your business, leading your employees, and promoting their work." However, do we truly unlock that power each time we engage in a one-on-one?

Before delving into the characteristics of an effective one-on-one, let's first understand what it is and discuss its purpose in the restaurant business. A one-on-one is a conversation between two people that can serve various purposes.

It could be a "connection" conversation with a new employee, a "discovery" conversation to identify an employee's aspirations for development, or a "tough" conversation where expectations need resetting or performance concerns addressed. From my experience, the more "connection" and "discovery" conversations you engage in – the enjoyable ones – the fewer "tough" conversations you'll need in the future.

Many operators I collaborate with express concerns about the need for a structured system for these one-on-ones. I consistently ask them, "What do you aim to achieve from the conversation?" I encourage them to focus on answering that question rather than stressing over implementing a system, as this can hinder them from gaining valuable feedback, insights, and building momentum in their restaurant. For those inclined towards systems, desiring a way to capture notes and create a paper trail, consider starting simple.

Develop a form with three straightforward questions:

1. What do you enjoy about this job?

2. Where do you identify areas for improvement?

3. What would you like to learn next?

These questions can reveal why employees choose to work for you, providing language for job descriptions and interviews. Inquiring about areas for improvement establishes trust, offering insight into their self-awareness and highlighting opportunities in your training program. The third question initiates the development journey for your team, where the real magic happens.

If you're not currently holding one-on-ones, my challenge is to start with these three questions and spend 20 minutes with three employees within the next 14 days.

If you want help getting started, let’s connect.

For those already conducting one-on-ones, evaluate their effectiveness by asking yourself the following questions:

1. Are these meetings consistently held, or are they frequently canceled or rescheduled?

2. Do these meetings feel like checkbox-ticking exercises, or do they contribute to your personal and professional growth?

3. Are the meetings insightful and result-driven, or do they feel like obligatory tasks rather than something you genuinely want to do?

4. Does the conversation flow naturally, or does it feel like you're working through a mandatory checklist?

5. Can you observe tangible impacts from these meetings on your productivity, team morale, and overall business perspective?

A truly effective one-on-one meeting should serve as a platform for open dialogue, a space to share insights, and a mechanism to create a clear roadmap to success. It's about establishing a safe and constructive space that fosters natural and productive conversations, not merely fulfilling a meeting requirement.

Take on this challenge: Observe how the next one-on-one influences your productivity, overall morale, and business perspective.

A well-designed and executed meeting should elevate both parties on professional and personal levels. Evaluate, adapt, and improve. Remember, the ultimate purpose of such meetings is to establish a better connection, create alignment, and foster mutual growth. It should be viewed as a two-way street of communication, benefiting both parties in every interaction.

P.S.

Whenever you are ready, here are 4 ways I can support you:

1. Tune into No Hesitations Restaurant Leadership Podcast, the show where restaurant leaders learn tools, tactics and habits from the world's greatest operators. Click here to subscribe or follow.

2. If you are a restaurant leader looking for a strategic partner to overcome burnout, reignite your passion or increase retention in your restaurant, let's connect. Email me at christinlmarvin@gmail.com or you can even text me at 719-494-6074.

(Rest assured, I won't attempt to sell you anything.)

3. Promote yourself to my network of national restaurant leaders by sponsoring this newsletter.

4. Each week, I provide hospitality leaders with valuable tools and resources to shift from surviving to thriving by embracing mental fitness. Subscribe to my newsletter below to receive these helpful tips directly in your inbox.

Another incredible company that is making a huge impact in the hospitality space is Benchmark Sixty. Jim Taylor, founder and CEO has created a 3 step process that will allow you to combat rising costs without raising prices or cutting your staff. Check out his full list of services here at Benchmark Sixty.

4 Strategies to Retain Your Restaurant Team

A 2 min read.

Employee retention stands as a critical factor in the effective management of a successful restaurant, presenting a major challenge for full-service establishments in today's landscape. The influx of a new generation of restaurant staff brings with it distinct values, different expectations, and a reduced level of industry experience. 

This workforce prioritizes higher wages, clearly defined job roles and expectations, flexible schedules, as well as feedback and recognition. Although turnover rates in the hospitality industry can be high, strategic implementation by restaurant owners and managers can cultivate a positive work environment, fostering an atmosphere that encourages team members to remain with the establishment. This article highlights strategies on how to create a positive work environment, offering competitive pay, flexible scheduling, and providing regular feedback and recognition.

If you are having trouble retaining your team, let’s connect.

Here are fundamental guidelines for retaining your restaurant team:

1. Foster a Positive Work Culture:

   Approach: Establish a workplace culture centered around collaboration, respect, and open communication.

   Method: Leaders actively engaging with their teams on the floor can provide daily feedback, acknowledgment, and coaching for growth. This starts with a mindset where leaders believe everyone is capable of achieving success.

   Challenge: Select one employee during each shift for observation and praise to promote open communication, build respect, and establish a coaching-oriented culture.

2. Competitive Compensation and Benefits:

   Approach: Ensure that your compensation packages are competitive within the industry.

   Method: Conduct regular market research by reviewing job search sites such as Indeed and Poached, consulting hospitality recruiters, and understanding industry pay trends.

   Challenge: Survey your team or use social media to discover attractive benefits. Consider offerings like health insurance, employee discounts, or performance bonuses.

3. Flexible Scheduling:

   Approach: Recognize the importance of work-life balance for your team.

   Method: Implement flexible scheduling options when possible. Proactively post jobs year-round to build a talent bench, ensuring you are never short-staffed.

   Challenge: Have brief conversations with each staff member to assess schedule satisfaction and make necessary adjustments.

4. Regular Feedback and Recognition:

   Approach: Recognize and appreciate team members regularly for their hard work and dedication.

   Method: Establish a feedback system with regular performance reviews. Schedule one-on-one meetings to provide positive feedback, identify areas for improvement, and discuss professional growth within the company.

   Challenge: Conduct individual check-ins to gauge job satisfaction, offer positive feedback, address improvement areas, and inquire about their aspirations within the company.

By implementing these strategies, restaurant owners can cultivate a supportive and engaging work environment that encourages employee retention. A satisfied and motivated team not only contributes to the restaurant's success but also enhances the overall dining experience for customers.

P.S.

Whenever you are ready, here are 4 ways I can support you:

1. Tune into No Hesitations Restaurant Leadership Podcast, the show where restaurant leaders learn tools, tactics and habits from the world's greatest operators. Click here to subscribe or follow.

2. If you are a restaurant leader looking for a strategic partner to overcome burnout, reignite your passion or increase retention in your restaurant, let's connect. Email me at christinlmarvin@gmail.com or you can even text me at 719-494-6074.

(Rest assured, I won't attempt to sell you anything.)

3. Promote yourself to my network of national restaurant leaders by sponsoring this newsletter.

4. Each week, I provide hospitality leaders with valuable tools and resources to shift from surviving to thriving by embracing mental fitness. Subscribe to my newsletter below to receive these helpful tips directly in your inbox.

Another incredible company that is making a huge impact in the hospitality space is Benchmark Sixty. Jim Taylor, founder and CEO has created a 3 step process that will allow you to combat rising costs without raising prices or cutting your staff. Check out his full list of services here at Benchmark Sixty.

Managing the Floor: Coaching Employees to Improve Performance

A 4 min read.

Tips on Coaching Employees To Improve Performance, Team Morale, and Customer Satisfaction in Your Restaurant

The restaurant industry has been in a significant transitional period for the last three years, particularly regarding staffing. 

Coming out of the labor shortage, we’ve seen an influx of new blood entering the hospitality workforce. At the same time, restaurateurs incorporated more technology and new business models to streamline operations and staffing challenges.

We’d be kidding ourselves to say there haven’t been bumps in service while navigating these changes. 

Right now, it’s more important than ever for management to take a proactive role in their team’s development and ensure things run smoothly, especially if they’re still finding their groove in this ever-changing landscape.  

We spoke with Christin Marvin, a restaurant coach and hospitality catalyst based in Tucson, Arizona, on how managers can get more involved on the floor by coaching employees to improve performance.

When you are ready to level up your leadership, let’s connect.

The Importance of Coaching Employees to Improve Performance

Once you accomplish the arduous feat of hiring someone new—the journey is nowhere near over. Management should continue monitoring employee performance to encourage the team toward business and developmental goals. 

“Coaching should be a part of everyday communication among a restaurant team,” Marvin shared. “Just as a football coach is on the sidelines, telling their team ‘good job’ when they score a play and instructing the team when they need to make adjustments, a restaurant manager should do the same when they experience an employee delivering great guest experience or see a guest in need.”

This kind of support goes a long way. Here are just a few ways restaurants can benefit from employee coaching. 

Improved Team Performance and Communication

“Coaching can help employees become self-aware, understand their strengths, and identify areas for improvement,” Marvin said. “Once they become clear on what they need to work on, they have a clearer path to improve their performance and are more engaged and motivated to do their job.” 

Investing time in performance coaching also allows open and constructive communication between management and employees. This can increase job satisfaction because it fosters a culture of trust, teamwork, and collaboration within the organization.

“When employees feel their efforts are acknowledged, and their development is supported, it can boost morale, leading to a positive work environment for all,” Marvin explained. 

Decrease Employee Turnover

Creating a healthy, enjoyable work environment can save you the time and money associated with training and recruiting. 

“The average cost of losing an employee in the restaurant business is around $5,000,” Marvin said. “Just imagine how much money a restaurant could save by strengthening their leader’s coaching skills.” 

With appropriate performance reviews, training, and coaching—employees feel supported in their professional development, which builds loyalty and increases the likelihood that employees will stick around long-term. 

Turnover is one of the biggest headaches when running a restaurant business. Taking time to monitor and guide your employees can help increase your retention rates and should be a vital part of any successful hiring strategy. 

Enhanced Guest Experience

Everything you just read immediately and directly affects your overall guest experience—and in a critical way for your business. 

“Well-coached and trained employees are more likely to provide an excellent experience for their guests,” Marvin said. “In turn, leading to more word of mouth marketing by the guest, which aids in the restaurant’s success.”

Additionally, the benefits of supporting your team to be the best versions of themselves at work can result in higher online ratings and better customer retention and loyalty—all critical components to growing a restaurant business. 

Tips for Coaching and Developing Employees

It’s one thing to know that all of this is good for business—it’s entirely another to put into practice and do it constructively. Marvin offered some helpful, top-level tips for managers just getting started or those who would like advice on optimizing their coaching. 

1. Implement Manager Coaching
   
   Let’s face it: providing constructive criticism isn’t everybody’s strong suit. To get the most out of employee coaching, you need to start at the top. “Coaching is a learned skill that should be a part of every manager’s training,” Marvin explained. “Becoming an excellent coach requires time, dedication, and learning from mistakes, and the approach varies for each individual employee.” Lead by example. Perform one-on-one reviews of your management team and coach them to be leaders in your company while keeping them accountable. If you need help getting started, a specialist like Marvin is a great way to organize and develop your company’s performance management. 

2. Stay Present and Consistent
   
   Coaching will only work in your favor if you or your management team stay consistent and attentive to what’s happening in your company. 
   
   “The best way for hospitality leaders to monitor performance is to be mentally and physically present on the floor with their team,” Marvin said. “It’s also important to take moments to step back, observe, and listen to your employees when interacting with their guests and teammates.”
   
   Marvin continued to state that monitoring an employee isn’t just about overseeing performance but also their work environment. Quickly address anything that might obstruct your employee’s success, like a lack of cleaning supplies, broken equipment, and procedures that need adjusting. 

3. Consider Group Coaching Opportunities 
   
   Hospitality work is all about teamwork. Doing group exercises and meetings is essential, too. For example, if you want to talk about de-escalation techniques, this would benefit everyone and could be done effectively in a team setting. 
   
   Marvin shared that company-wide announcements or messages can quickly be made in a group setting, like during staff or pre-shift meetings. 
   
   That said, if you need to address something sensitive or personal to an individual team member, that is best handled privately in a one-on-one meeting. 

Creating a Performance Review and Coaching Plan

A formal performance coaching plan is critical to getting the most out of the process. For one, it creates documentation that helps you stay consistent when training managers while giving them something to refer back to and follow in their management style. 

Marvin shared that when helping clients organize performance reviews and coaching plans, they first define the responsibilities of each role in the company. This creates a starting place for evaluation—like whether the employee is performing the duties and responsibilities required of them. 

Adding to Marvin’s tip, it’s also helpful to establish a company mission and value statement so management can further evaluate if the employee’s performance aligns with the company culture. 

Next, create a form that you and your management team can use to highlight the strengths of particular employees and areas for improvement based on the role. 

The form should also include a section defining the action plan for coaching and follow-up meetings to monitor progress.   

“Training your management on how and when to use these forms will set them up for success,” Marvin shared. “Additionally, there should be a discussion around which behaviors need to be documented and, if necessary, result in termination.” 

An Employee Performance and Coaching plan might document the following: 

• Company mission and value statements

• Requirements and responsibilities of each role 

• Frequency of performance review meetings

• Guidelines for employee write-ups and termination 

• A form for management to follow when reviewing employee performance, including sections to document: 

  • Areas in which the employee excels, with examples

  • Areas that require improvement and outlining what success would look like 

  • Agreed upon coaching plan

  • Dates for follow-up meetings to monitor progress. 

One of the most beautiful aspects of the restaurant industry is that all are welcome. Anyone can start from the bottom and work up to the absolute top with guidance, training, and support. 

As an owner or manager, you play a significant role in the success of your employees. By investing and formalizing your performance coaching plan, you can ensure that it benefits everyone involved (including the industry at large). 

If you’d like guidance to hone how performance coaching is done within your establishment and help create a plan, feel free to connect with Christin Marvin through email at christinlmarvin@gmail.com or on LinkedIn @christin-marvin.

Additionally, you can check out her website to learn more about how she partners with restaurant leaders through one-on-one coaching, group coaching, and leadership workshops. For more restaurant leadership tips, tune into her podcast, No Hesitations.  

For access for the full article or to learn more about Poached, click this link.

P.S.

Whenever you are ready, here are 4 ways I can support you:

1. Tune into No Hesitations Restaurant Leadership Podcast, the show where restaurant leaders learn tools, tactics and habits from the world's greatest operators. Click here to subscribe or follow.

2. If you are a restaurant leader looking for a strategic partner to overcome burnout, reignite your passion or increase retention in your restaurant, let's connect. Email me at christinlmarvin@gmail.com or you can even text me at 719-494-6074.

(Rest assured, I won't attempt to sell you anything.)

3. Promote yourself to my network of national restaurant leaders by sponsoring this newsletter.

4. Each week, I provide hospitality leaders with valuable tools and resources to shift from surviving to thriving by embracing mental fitness. Subscribe to my newsletter below to receive these helpful tips directly in your inbox.

Another incredible company that is making a huge impact in the hospitality space is Benchmark Sixty. Jim Taylor, founder and CEO has created a 3 step process that will allow you to combat rising costs without raising prices or cutting your staff. Check out his full list of services here at Benchmark Sixty.

Becoming a Servant Leader

A 3 min read.

When I graduated from college in 2004, I found myself working full time at the Broadmoor Hotel while attending school simultaneously, uncertain about my next career move. While exploring job opportunities in marketing, I discovered that the online postings in my field offered salaries ranging from $20,000 to $30,000 per year. In contrast, I was already making close to $50,000 annually as a cocktail server at the Broadmoor Hotel, a job I loved. Intrigued by the prospect of advancing within the company, I sought guidance from the Food and Beverage Director.

Following his suggestion, I enrolled in the hotel's management course, eager to acquire the skills needed for a higher role. Armed with the knowledge from the course, I enthusiastically expressed my interest in the General Manager position at the Hotel Bar. Despite facing initial rejection, leadership recommended I take on the role of Assistant General Manager at The Tavern Restaurant on property, working under a well-respected GM.

When you are ready to create a path to reach your next goal, let’s connect.

After three months at The Tavern, an opportunity arose at the Hotel Bar, and this time I successfully secured the General Manager position. However, my early days in the role were marked by a lack of understanding in managing conflicts, playing favorites, and engaging in after-hours socializing with the staff.

As a 24 year old, ambitious General Manager, I set a goal to attend the weekly manager meetings and have a seat at the table alongside other food and beverage managers. Despite feeling out of place initially, I listened attentively, absorbing valuable insights. My immaturity manifested in typical managerial mistakes, but I remained hungry to learn and improve.

A significant turning point occurred when the Food and Beverage Director presented a unique opportunity—the opening of a new fine dining restaurant, Summit. Excited by the prospect, I accepted the challenge without hesitation. Walking into Summit for the first time was an unparalleled experience, with its beautifully designed space, glass wine tower, and meticulous attention to detail.

Under the leadership of Michael Seznec, the General Manager of Summit, I embarked on a journey of personal and professional development. His firm yet professional approach, coupled with a comprehensive training program, allowed me to refine my skills in restaurant management. I delved into wine studies, earning my introductory Sommelier certification, and explored mixology, ultimately obtaining a BarSmarts certification.

Summit provided an environment for continuous learning, with weekly pre-shift meetings featuring menu presentations, wine pairings, and crafted cocktails. I cherished the experiences of blind tastings, learning from mixologists Steve Olsen and Andy Seymour, and gaining a deep appreciation for spirits.

However, despite my dedication, when the opportunity to become the General Manager at Summit arose, I faced disappointment. This setback was particularly challenging, compounded by the mispronunciation of my name during the announcement. Nevertheless, I remained resilient, focusing on my responsibilities and putting on a brave face for the staff.

Reflecting on my time at Summit, I realized the importance of leadership, separation from the staff, and the need to advocate for myself. Michael Seznec's mentorship played a pivotal role in shaping my managerial skills and instilling a sense of responsibility. The lessons learned at Summit extended beyond operational efficiency to the art of fine dining, pairing beverages, and effective leadership.

Reach out to schedule a discovery call to start designing your leadership style.

As Michael moved back to the Boston area, I contemplated new opportunities. Tyler, my partner, secured a transfer to Denver, opening doors for both of us. Leaving the Broadmoor was challenging, especially bidding farewell to the Summit team. Nevertheless, I carried with me a wealth of experiences, lessons, and gratitude for the five transformative years at the hotel.

In Denver, Tyler and I embraced the chance for personal and professional growth. Believing that everything happens for a reason, we embarked on a new chapter, eager to explore the vibrant dining scene and pursue our respective career paths. Looking back, I appreciate the lessons learned, the challenges faced, and the unwavering passion that continues to drive my journey in the hospitality industry. The experience I gained in fine dining and from leadership shaped my career as a servant leader.

For more powerful tools that will change how you show up personally and professionally, let’s connect.

P.S.

Whenever you are ready, here are 4 ways I can support you:

1. Tune into No Hesitations Restaurant Leadership Podcast, the show where restaurant leaders learn tools, tactics and habits from the world's greatest operators. Click here to subscribe or follow.

2. If you are a restaurant leader looking for a strategic partner to overcome burnout, reignite your passion or increase retention in your restaurant, let's connect. Email me at christinlmarvin@gmail.com or you can even text me at 719-494-6074.

(Rest assured, I won't attempt to sell you anything.)

3. Promote yourself to my network of national restaurant leaders by sponsoring this newsletter.

4. Each week, I provide hospitality leaders with valuable tools and resources to shift from surviving to thriving by embracing mental fitness. Subscribe to my newsletter below to receive these helpful tips directly in your inbox.

Another incredible company that is making a huge impact in the hospitality space is Benchmark Sixty. Jim Taylor, founder and CEO has created a 3 step process that will allow you to combat rising costs without raising prices or cutting your staff. Check out his full list of services here at Benchmark Sixty.