What this install fixes
A management bench deep enough that the next promotion is decided before the vacancy opens.
The fee
From $8,500
One outside GM search at a 20% fee on $75,000 is $15,000 before day one.
Discovery is $1,000, separate from the install’s price, and it scopes the install and sets that price. If it concludes an install isn’t the fix, you’ll hear it, and the $1,000 bought the read that saved you the rest.
About 30 to 60 days after discovery, with the timeframe agreed up front.
The next unit’s GM role has nobody on the bench with a readiness date.
What this install fixes
The GM quits and the bench behind the role is one person deep. The AGM gets the keys the week the GM leaves, learning the job on live shifts while the unit pays for the lessons.
Calls a GM should own, like a labor cut made mid-service, go up to the director of operations, because nobody ever wrote down which calls are the GM’s.
Every manager is read against one rubric, so a promotion goes to what someone has shown in the numbers and on the shift.
On the nine-box grid, ‘new in role’ carries a time limit, so a promotion that is not working gets named inside the first year. A succession-depth map shows which unit is one resignation away from an empty GM role while there is still time to develop someone for it.
What it looks like now
- Your AGMs have never seen a P&L.
- The last two GM hires came from outside because nobody inside was ready.
Tell us what’s breaking.
Bring your management roster, unit by unit.
Book a call with Jon (opens in a new tab)What gets installed
What gets built
- The rubric: operating results scored on bands against plan (sales, turnover, restaurant profit, guest reviews), weighted with written leadership traits into one rating.
- The nine-box: each manager’s rating read against potential, with every box named and defined in writing, from exit strategy to all-star.
- The development form: each manager’s strengths, what they must learn for the next step, a three-year outlook, whether they will relocate, and the next position.
- The succession-depth map: every GM role open or planned held to two ready GMs and one ready AGM, or marked thin, with the names of who could open a unit in ninety days and run it alone.
- 30-60-90 development paths: for each manager in line for a GM role, milestones their GM can observe, each initialed and dated when it is met.
- P&L ownership in steps: a manager in line for GM owns one line first, usually labor, then the whole statement at the monthly P&L review.
- GM decision rights in writing: the calls a GM makes alone during service and through the week, and the ones that still go up to the director of operations.
- Written promotion criteria: what a manager must show for the next role, and a readiness date the GM signs (ready now, six to twelve months, or twelve to eighteen).
What holds it
- Development one-on-ones: the director of operations with each manager on a path and each ready-now candidate, on every monthly unit visit.
- The quarterly bench review: each manager’s look-back and next-quarter goals read by the CEO and the director of operations, with the grid and the map moved to match.
What it asks of your team: an hour a week from your GM and director of operations on the standing call, and your managers’ time in the build sessions and in the first milestone check-ins; your CEO takes the bench over at the handoff.
How it runs: discovery on site, then the standing weekly call, with the scoring sessions and the milestone check-ins held by video where possible and any further time on site scoped into the price.
Start to handoff
- Discovery Read the management roster unit by unit and the last year of manager exits and promotions, and count the managers and the layers the assessment will cover.
- Build Score every manager on the rubric with your director of operations and your GMs, place each on the nine-box grid, then write the development paths and promotion criteria, and map succession depth by unit.
- Run Start each manager in line for a GM role on their path, and run the first milestone check-ins with their GM.
- Handoff Hand the bench to your CEO and director of operations at the handoff date set in the scope; the first quarterly bench review is theirs, with one check-in call from us when it lands.
If this is the problem, bring it.
Free, and before any discovery.
Book a call with Jon (opens in a new tab)What this isn’t
It does not include:
- Recruiting and hiring (that’s the Hiring System Install; this develops the people it brings in)
- Hourly training (that’s the Service Training Install; this is the management layer above it)
- Executive search or outside placements
- One-on-one coaching for the CEO or a senior leader (that’s Executive Coaching, its own engagement)
- The monthly turnover review, onboarding and hourly rankings (that’s the full People & Culture capability)
Common questions
What does the Leadership Bench Install cost?
What keeps the bench from going stale once you leave?
Isn’t this just a training program?
Who runs it
RANGE was founded by Jon Peck, who spent twenty years running multi-unit restaurant groups: eight brands built and scaled, twelve openings across six concepts in three years, and more than $100 million of annual P&L owned.