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:
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.
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.)
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