DM High Impact Visit

Information

Pre-Visit Planning

The nature of all unit visits is developmental. Conducting unit visits as an ‘auditor’ opposed to a partner is deadly to sustained unit growth. You are visiting ‘people’ not ‘stores’.
This High Impact Restaurant Visit Template will help you evolve from an “inspect, correct, direct” approach to an observe, inquire, and develop. process. Visit every restaurant weekly, have a goal and a focus. and help them grow. A DM’s primary role during visits is to help manager think, then improve Mgr skills as guest- centric coaches and leaders.
Use this Template to make every visit high-impact.

Pre - Visit Planning

During the Visit

Remember to spread energy, don't take it away. Greet the entire team. Be a Brand Ambassador.

Stay focused on the the performance you came to address. If you see another major area that needs attention, note it and address later.
Walk the unit SOLO first, see what's being done, what's being overlooked.
Evaluate furniture, bar, lighting, tile floor and squirrel stations
Evaluate Restrooms
Staff - 'Look the Part', 'Act the Part'... Uniforms, Morale.
Observe Servers and Bartenders (following Steve's Basics)
Observe Host staff (following Steve's Basics, large party procedure, 'balancing the boat', quote times)
Observe Pre-shift and/ or Management Feedback
Observe Equipment and Storage areas in HOH (clean, working)
HOH Floors, Walls and Counters (clean, in good repair)
Observe food handling, cooling procedure, and labeling
Are fundamentals being followed in kitchen ('over, under', 'any two ticket', 'talking ticket times'
Manager on CA side/ host area, office hours being followed.
Review Manager logs and forms, petty cash, cost control sheets, tip share and comp/void procedure
Back door and back gate secure. (Locked, detex alarm armed, )
Additional Comments
Now walk with the GM or Manager on Duty
Note what they see... Don't just point out what you saw.
Additional Comments

After the Visit

Select a quiet corner and review your visit before engaging the manager.
Next to each challenge area note:
Is the problem new or recurring?
Is it a surface problem or deep rooted?
What process or system might have failed?
Is it a team or management performance issue?
If its a management challenge, is it the result of skill, ignorance or attitude?

Brieﬂy review and recap key points of prior visits
Your Top 3 Concerns
Your Managers Top 3 Concerns
Share and discuss your impressions with your manager. This should be a dialogue, not a monologue. Bring energy, don’t take it away.
Balance discussion between unit performance and personal development.
Praise progress. Then identify problem areas and their possible root causes together. Don’t just ‘show and tell’. Ask questions that uncover mutual understanding and development.