These can be controversial. For the above-store team, these meetings make sense. Once per week, review what was, identify what will be different this week, set targets and commit to actions. For the unit management team, these can be difficult. Rarely are all members of management in the location at the same time. Scheduling these for the benefit of the team and not the individual will work best. What do I mean? Don’t make the opening shift manager come in once per week at 9pm. If you, the unit-manager, need to do this twice per week, once for morning shift and once for evening, then that should be your plan. Schedule it and as often as possible, make no one other than the unit-manager come in only for the meeting. For both groups, the goal remains the same. Alignment on common tasks and behaviors for the week. These are great to bring up company news, like specials or menu changes, as well. Time: 30-60 minutes. The longer you go the more like a monthly goal setting this becomes. Most of the above store meetings occur on Mondays. I’m a fan of Tuesdays for these to allow the team an actual day off. Unit meetings should occur the day after your busiest day. This allows you to review the busiest day and set a plan to improve it by next week.
The key is to have the team review their results, the fewer the better. Then as a group discuss what they can commit to doing to make some small improvement this week.
The ratio of talking should be 10% leader and 90% team in this meeting.
To communicate what went well last week, what the opportunities are what actions will we commit to this week to create a different outcome.
Shift Manager to teammate.
Unit manager to unit shift manager.
Multi-unit manager to unit manager.
Director to multi-unit manager.
Here is an example of the meetings I was leading. You’ll find I went two hours. I had to perform training with the team each week because of a previous lack of training. You should do something similar if you have issues to address as well.