Dining with a veteran restaurant GM, we discussed what’s bugging management these days. “It sucks to be a manager right now,” he said. “Employees see this and don’t want the job while current managers are leaving the industry.”

I’ve heard this before and experienced it firsthand myself. 

He pointed out the endless micromanaging and constant firefighting on top of everyone being exhausted.

Feeling exhausted needs its due respect. When we’re tired, working on proactive measures is much harder. I’ve been there. If we spent just a fraction of our time creating and implementing processes instead of fixing problems because we don’t have them, we’d save tons of time and headaches. But we don’t have the energy to make it happen. And so, we’re constantly putting out fires instead of clearing brush to avoid them.

Sometimes, you just can’t dodge problems

Not all issues are avoidable. Some need a manager’s touch. Let’s face it — problematic customers seem to be on the rise, and there are those inevitable “clopen” shifts when the same person works late and then opens the next morning. We put a man on the moon, but Wi-Fi still acts up. And yes, things break, and people call out for legitimate reasons. Dealing with these annoyances is part of the gig, but maybe we can cut them down a bit.

We’re not swinging for the fences, just aiming to get on base

Have you heard of “Moneyball”? The book’s all about shooting for base hits instead of home runs. Small, manageable wins. Applying this to managing restaurants, how can we hit more singles, which advances the more significant cause to win back time? I’m a big fan of micro improvements that add up. 

First step: break down issues into smaller, bite-sized chunks.

So, where to start?

Start with a list. Use your phone or a scrap of paper. Jot down every annoying, reactive moment. Don’t let the list intimidate you. If we don’t track it, you can’t improve it. Highlight the avoidable stuff.

Give it a month, and you’ve got a solid list to tackle. I bet at least one or two of them could have been avoided by utilizing a system. We’re chasing singles here. Gaining just 5% of your time back gives you and your team the energy to tackle the next 5%. Momentum builds on momentum.

And yes, all of us have worked alongside managers who aren’t pulling their weight. In my experience, adding transparent, clearly defined systems of accountability will give them an opportunity to step up or out. 

In the meantime, here are some areas to focus on.

The art of tough talks

There are a whole bunch of supervisors dodging tough conversations. By not quickly communicating or empathetically correcting their teammate’s behavior, the bad habits continue, and fellow employees grow increasingly frustrated at the lack of consistency and accountability. 

70% of employees leave because of their managers. Teaching and practicing these uncomfortable but invaluable chats is key.

Scheduling

Employees calling out is one of the biggest pain points right now. When I think about all the time I spent looking for someone to cover an employee’s shift, it makes my head spin. Scheduling software is a lifeline for this. Even if you have a small team. Post that shift for someone to grab. While it won’t solve all situations, it will solve a good number of them. 

The bookends

Protecting a manager’s start and end of day is one of the greatest ways to combat exhaustion. Trusting employees to hold keys or manage close/open routines can allow managers to start later and get home sooner.

Does the manager need to be the first one in or the last person out of the building? In my last role as GM, we paid the closing dishwasher extra to hold the key and lock up. 

Between cameras and security systems, we can monitor what’s going on without needing to be there really early or late. 

Break-time management

Managing breaks, especially where they’re mandated, can be a pain. No manager wants to be a break babysitter. Getting creative with clock-in reminders, buddy systems, or a structured break queue helps.

Checklists and training

Are you frustrated by how tasks are done or not done but don’t have a trackable procedure or training? That’s on management. Start small. Ask an employee to help put one together. Encourage your team to participate; they’ll thank you for it. 

Organized environments retain organized people who show up for each other.

Repair & maintenance

Waiting on repairs eats into valuable mornings and evenings. Fixing equipment during service is another anxiety. Setting up a maintenance schedule with regular check-ups can save hassle, expenses, and nervous breakdowns. If you’ve said you can do it yourself but haven’t, you won’t. You’ll spend more money on new equipment, overtime, and other operational losses from trying to save the money you’d spend hiring an R&M team. 

Payroll

Is there a daily system for checking employees’ clock-in and clock-out time so that managers don’t have to run around tracking true hours before submitting payroll? This one is huge for saving time and liability.

Manager perks

Creating a supportive manager network, swapping dining credits with other neighborhood restaurants, or offering experiences like movie tickets go a long way. Little ways of saying “thank you” add up!

What to do with this extra time

Encourage everyone to recharge. Sleep more, stay hydrated, chat with the team, build relationships, take a long walk, or just take a moment to breathe. Get creative at work, start a project to help build sales, or strengthen company culture. Do things that feed energy. 

Managing is waking up and seeing how long we can go until we get kicked in the groin. Let’s do what we can to push it back a little longer and have the strength, attitude, and time to deal with it when it happens.