Culture the GM checks every shift.
When a GM resigns, the director of operations runs that restaurant for the next three months. Turnover tracked manager by manager shows that resignation coming, so the monthly turnover review goes in first, built with your managers.
The culture comes down to five checks, read by the director of operations each week. The GM marks four of them on a walk of the restaurant every shift, or the manager running it does on the GM’s nights off: server sections held to the size the format runs on, every ticked line on a checklist matching what the walk finds, a pre-shift run to a plan, and the same standard held on every manager’s shift.
The fifth is the GM on the busiest nights, and the director of operations checks it against the posted schedule.
Tell us what’s breaking.
Bring a year of exits and your current org chart.
Book a call with Jon (opens in a new tab)Turnover traces to one of three causes.
Where the monthly review finds a manager who keeps losing people, that manager works a plan with the director of operations.
Where the reason is an onboarding nobody followed up on, each new hire gets a day-one mentor, chosen by the GM from the certified trainers. The mentor runs each shift’s feedback trainee-first: the new hire says how the shift went before the mentor does. The GM’s walk catches an onboarding checklist that has stopped getting run.
Where people leave for no visible path forward, every team member gets a one-on-one with their manager that shows the next rung and what it takes. The GM and the managers run the checks and the one-on-ones with us beside them at the start.
Example scope of work
Examples of what the scope can include; yours is written to the problem you bring.
The reviews
- The monthly turnover review, one person at a time: why they left, how the last hires are performing and what sits open, with turnover on the GM’s weekly scorecard.
- A quarterly people read by unit: headcount against need, average tenure, promotions from within, and hourly and manager terminations on a rolling year.
- Hourly rankings read by tier every six months: the top thanked and shown a path, a dated plan for the lower tier, and a decision made on the bottom.
- One-on-ones after each six-month ranking: every team member with their manager on what is going well, what could go better, what they need from their manager and where they want to go next, logged beside the ranking so the next read starts from it.
Every shift
- The GM’s walk: each fail on the five checks answered with a written action plan the same day, so no fail reaches the next walk without one.
- The closing manager’s log: each team member who earned recognition or feedback that shift, what was said and the goal for the next one, so every manager reads the same thread.
Onboarding and tips
- Onboarding cleared before orientation: certifications, paperwork and a training schedule on file, and nobody scheduled on an incomplete file, short-staffed week or not.
- A tip-share model in writing: who tips out on which sales, how the bar and support pools split by hours, and the whole model checked against state wage law.
How it runs: a standing weekly call with your managers, and time on site where the work needs it.
Fees are set by the scope and the value of the outcome, agreed before the work starts, with any time on site built in, never by the hour, the day or the visit.
The order of the work
| Step | What happens |
|---|---|
| 01 | The managers with the worst turnover go first, with their director of operations |
| 02 | The five checks, the onboarding checklist and the day-one mentor go in before anything in the handbook is rewritten |
| 03 | Three monthly reviews show whether each manager’s exits are falling month over month |
| 04 | Done when your director of operations runs the monthly review |
If this is the problem, bring it.
The call works out where the fix starts.
Book a call with Jon (opens in a new tab)Common questions
Can someone from outside judge our people?
Can retention improve without outspending on wages?
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.