Selfish Hospitality / Field guides for restaurant people
The mistakes I made don’t have to be yours.
Practical restaurant guides for opening, changing course, hiring people you want to keep, and getting a rough shift under control.
Find your next move ↓Start here / no download needed
Start with the problem costing your team the most time right now. These are written for restaurant operators, hospitality leaders, and small-business owners who still have a shift to run.
01 / Opening soon
02 / Rebranding
03 / Hiring & retention
04 / A shift going sideways
Owners & managers / 15-minute alignment
Retention / five-minute check-in
Free field guides / $0
Short, printable tools. No email gate. No download that turns out to be a brochure about the download.
Opening / 4-page PDF
Set opening gates, rehearse service, and set up a clean delivery handoff before the first truck arrives.
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Download opening guide ↓Rebrand / 3-page PDF
Decide what to keep, test what changes, and communicate it consistently to guests and staff.
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Download rebrand guide ↓Hiring & retention / 3-page PDF
Define the real job, make interviews consistent, and build a first-month plan someone can actually train from.
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Download hiring guide ↓Shift recovery / 3-page PDF
Stabilize the floor, trace a bottleneck, and turn a rough service into a measurable next-shift experiment.
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Download recovery guide ↓Blind test / two perspectives, one handoff
Pick a situation. Two people or groups answer the same four questions privately, using one device. Lock both sets before you compare. No account or contact info required.
Answers stay in this tab. Take turns, and don’t watch each other type.
The whole library / read right here
Every guide, the full workbook, and the sample SOPs are free to read and download. No signup. Download any resource for print or digital use. You don’t need to fill out a form to read here.
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Download SOP starter set ↓Field guide / 4 sections
Jump to a worksheet: The soft-opening blind test
FREE FIELD GUIDE
A soft opening is a rehearsal, not a press conference.
Put permits, occupancy, food-safety readiness, utilities and essential equipment on one list. Give each item one owner, a due date and proof it is done. A text that says “should be fine” is not proof.
Run 15 sample orders across dine-in, takeout, modifiers, voids and refunds. Test the printer, payments and who answers when a guest asks for an allergen check. Record the first bottleneck and fix it before adding menu items.
Pause if required approvals, safe operations or basic payment/service cannot be verified. If the essentials work but capacity is tight, cap covers, shorten the menu or limit service hours. Decide who can pause orders on the day.
Ask what delayed orders, what guests misunderstood and what staff had to invent. Assign the top three fixes before everyone goes home. “We should” is not a name or a deadline.
Write it down before it becomes folklore. Blocker / owner / due time / proof
Capacity cap / person who can pause orders
Biggest failure in rehearsal / fix before next run
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Download opening guide ↓↑ Guide contentsOPENING / DEEPER DIVE
One accountable person. One test. One date.
Set a timer. Put a realistic burst of sample orders through the menu, payment devices and handoff. Include an allergy question and a refund request. Stop and escalate if safety cannot be verified. Record timestamps, not vibes.
Separate required clearances and safety checks from nice-to-haves. If a required item is unverified, do not trade it for an easier menu. If service capacity is low but required checks are clear, test a smaller menu or seat cap.
Set realistic hours, a clear last-order time and a staff script for unavailable items. Debrief after service before announcing a bigger launch.
Readiness evidence still missing
What to rehearse next / measurable pass condition
Go/no-go owner and check-in time
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Download opening guide ↓↑ Guide contentsOPENING / PARTNER EXERCISE
No coaching. No peeking. No pretending the numbers match.
Owner/GM as Reader. Shift lead as Responder. Swap roles after round one.
Reader: record your own guesses on separate paper or cover the Reader column, then say only the four prompt labels. Responder: answer independently without seeing the Reader’s guesses or the paragraph below. Cover the reveal block with paper or keep it offscreen. Uncover only after all four answers are locked.
READER (private first) RESPONDER (no hints)
1. Maximum covers before we cut off orders
2. First station that will back up
3. Person who can pause the queue
4. Sign we are not ready to open
REVEAL ONLY AFTER ALL FOUR PROMPTS We will cap the room at [capacity] because [station] gets backed up first. [Name] can pause incoming orders. We will postpone if [stop condition] is not cleared.
Example: GM guessed 40 covers; lead guessed 24. A mock rush showed expo stalled at 24. Cap at 24 for the next rehearsal and have expo signal the queue limit.
What surprised us? What evidence will settle it?
One next action / owner / date
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Download opening guide ↓↑ Guide contentsOPENING / RECEIVING LESSON
The truck arrived. That is not the same as getting what you ordered.
A delivery can look complete and still be short, substituted or unsafe. Check at the door, while you can still correct the invoice and keep questionable stock out of service.
Buyer keeps the order or approved substitution list available. Shift lead names a receiver and backup. Stage a clean spot, a working calibrated thermometer, storage space and the receiving log. Assign online and corporate parcels the same receiver as food and bar orders; check them the day they arrive.
Open and count against the order while the driver is present when possible. Match the supplier, invoice, item, quantity and unit size. Inspect seals, packaging, date marks and frozen condition. Check and record required product temperatures against the site’s item-specific limits. For bar orders, also check bottle count, size and seals.
Stop and call the shift lead before accepting a substitution, shortage, damage, unknown source or temperature issue. Reject noncompliant goods; keep disputed product clearly separated from usable stock if it cannot be returned immediately. No sale, prep or service until resolved.
Record quantities accepted or rejected, temperature where required, time and any credit requested. Sign for accepted items only, note discrepancies on the invoice, take photos if useful, notify the seller immediately, move cold stock promptly and assign credit follow-up.
Receiver / backup / where the order and log live
Exception / action / owner / credit follow-up date
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Download opening guide ↓↑ Guide contentsField guide / 3 sections
Jump to a worksheet: Two versions of the same restaurant
FREE FIELD GUIDE
A new logo cannot answer “Are you still open?”
Write down the things regulars actually come for. Pick one promise to keep, one visible thing to change, and one legacy practice to retire. Ask a few regulars what they would miss before changing it.
List every place guests find hours, menus, ordering links, reservations and location details. Assign an owner to each, and confirm each public listing after it changes. Don’t make guests solve a scavenger hunt for dinner.
Try: “We’re still the same team. We’ve changed [specific thing] so you can [specific benefit]; [favorite item/service] isn’t going anywhere.” Update the script if it is not true.
Test one busy service with the new menu or workflow. Track top questions, ordering errors, refunds and the things guests still ask for by the old name. Compare similar shifts; fix operations before buying more ads.
Write it down before it becomes folklore. Keep / change / retire
Most likely guest question / staff answer
Channel / owner / checked date
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Download rebrand guide ↓↑ Guide contentsREBRAND / DEEPER DIVE
One accountable person. One test. One date.
On a phone not signed in as owner, search the old and new names. Check hours, menu, map, reservation and ordering links. Ask someone to do it cold and note where they stop.
Save the last working menu, ordering links and listing details. If customers cannot find the location or place orders after the change, restore the broken information first. Debate the logo later.
Compare similar shifts for mistaken orders, repeat questions and refunds. Separate confusion from preference: “Where do I order?” calls for a different fix than “I miss the old sandwich.”
Channel / current problem / owner
One old promise we will keep
Pilot shift / signal / rollback trigger
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Download rebrand guide ↓↑ Guide contentsREBRAND / PARTNER EXERCISE
No coaching. No peeking. No pretending the numbers match.
Brand lead as Reader. Server or shift lead as Responder. Use a regular guest as a second respondent if they agree.
Reader: record your own guesses on separate paper or cover the Reader column, then say only the four prompt labels. Responder: answer independently without seeing the Reader’s guesses or the paragraph below. Cover the reveal block with paper or keep it offscreen. Uncover only after all four answers are locked.
READER (private first) RESPONDER (no hints)
1. What regulars would miss first
2. What guests think is changing
3. Where the old menu will still appear
4. What staff should say when asked
REVEAL ONLY AFTER ALL FOUR PROMPTS Regulars come for [what stays]. They may assume [change]. The old version is still visible at [channel]. At the door, we will say [one plain sentence].
Example: Owner said the menu was the big change. Server heard “Did ownership change?” six times. Put the answer where guests actually see it and test the script next service.
What surprised us? What evidence will settle it?
One next action / owner / date
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Download rebrand guide ↓↑ Guide contentsField guide / 3 sections
Jump to a worksheet: The first-week plot twist
FREE FIELD GUIDE
stay. “We’re a family” is not a training plan.
Name the real hours, pay, shift responsibilities and what a new hire will be taught. Ask every candidate the same job-related questions and score answers against the same rubric. Don’t sell a quiet café if Saturday looks like a fire drill.
Show the task, have them do it, and give specific feedback. Sign off on observable skills: can build the item to standard, identify when to escalate, and reset the station. Schedule and pay for required training.
At the end of week one, ask: What was confusing? What did we promise that hasn’t happened? Who do you ask when two people give different directions? Record one fix and follow through.
Review whether departures cluster around one shift, a manager, unpredictable hours or poor training. Fix the pattern before buying another job ad. Keep individual information private.
Write it down before it becomes folklore. Skill / trainer / demonstrated on
First-week friction / owner / check-back date
One scheduling or training fix to try next week
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Download hiring guide ↓↑ Guide contentsHIRING & RETENTION / DEEPER DIVE
One accountable person. One test. One date.
State pay, typical hours, pace, physical expectations and training support plainly. Evaluate candidates using the same relevant criteria. Do not make a personality vibe a substitute for evidence.
Name the action, why it matters and the next repetition. “Stage the labels before the rush so nobody guesses what’s in the container” beats “Be more organized.”
Ask what is unclear, what was different from the interview and what made the job harder than necessary. Record one fix the manager can own. Share patterns without naming individuals.
One observable skill / what counts as proof
Friction point / manager fix
Check-in date / did the fix work?
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Download hiring guide ↓↑ Guide contentsHIRING & RETENTION / PARTNER EXERCISE
No coaching. No peeking. No pretending the numbers match.
Hiring manager as Reader. Trainer or new hire as Responder. Make new-hire participation optional; never use answers to score the person.
Reader: record your own guesses on separate paper or cover the Reader column, then say only the four prompt labels. Responder: answer independently without seeing the Reader’s guesses or the paragraph below. Cover the reveal block with paper or keep it offscreen. Uncover only after all four answers are locked.
READER (private first) RESPONDER (no hints)
1. What the new hire is expected to know
2. Who answers a conflicting instruction
3. What “ready to work alone” looks like
4. One thing the job preview left out
REVEAL ONLY AFTER ALL FOUR PROMPTS By shift three, the new hire can [skill]. If instructions conflict, ask [role]. Working solo means [visible proof]. We need to be more honest about [friction].
Example: Manager said “ready” meant attending training. Trainer said it meant running three orders correctly without a prompt. Agree on the observable test, then give paid practice.
What surprised us? What evidence will settle it?
One next action / owner / date
Download for print or digital use
Download hiring guide ↓↑ Guide contentsField guide / 3 sections
Jump to a worksheet: Find the first broken handoff.
FREE FIELD GUIDE
A bad service is information. Two identical bad services are a choice.
Put one person in charge of the shift. Tell the team what to pause, which items are unavailable and what wait times to quote. Put guest and worker safety ahead of throughput; stop affected work and escalate safety issues.
Name what happened, offer a next step within your authority, and say when you will check back. Don’t make a server invent a refund policy in front of a table. Log recurring problems without guest payment details.
Look at timestamps: order entry, firing, prep, handoff. Find the first broken handoff rather than blaming whoever was visible at the end. Change one condition on the next comparable shift and see what happens.
Write the trigger, who acts, the steps, how to verify, and who handles exceptions. Test it with the person who actually does the work. Date it, keep one current copy and retire the old one.
Write it down before it becomes folklore. What broke first / evidence
Who can approve the recovery / escalation route
New procedure / person testing it / review date
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Download recovery guide ↓↑ Guide contentsRECOVERY & SOPS / DEEPER DIVE
One accountable person. One test. One date.
Name the lead, reset wait estimates and pause unavailable items. If the issue affects food safety, workers or guests, stop the affected work and follow the applicable reporting and safety procedures.
Compare ticket entry, preparation, ready and delivery times. Ask staff what changed. Keep “we saw” separate from “we think” and avoid unnecessary guest or employee details.
Include the trigger, responsible role, steps, verification and exception path. Have an uninvolved person test it. Date the new version and remove superseded station copies.
Observed bottleneck / evidence
One change / next comparable shift
Measure of improvement / review owner
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Download recovery guide ↓↑ Guide contentsRECOVERY & SOPS / PARTNER EXERCISE
No coaching. No peeking. No pretending the numbers match.
Manager as Reader. Person on the affected station as Responder. Do not use the exercise to assign blame.
Reader: record your own guesses on separate paper or cover the Reader column, then say only the four prompt labels. Responder: answer independently without seeing the Reader’s guesses or the paragraph below. Cover the reveal block with paper or keep it offscreen. Uncover only after all four answers are locked.
READER (private first) RESPONDER (no hints)
1. First handoff that failed
2. Timestamp or observation to verify it
3. Who can authorize the recovery
4. Condition that triggers a new SOP
REVEAL ONLY AFTER ALL FOUR PROMPTS The first break was [handoff], supported by [evidence]. [Role] can approve recovery. If [trigger] recurs, we will test a new procedure.
Example: The server blamed the kitchen; expo found completed orders waiting for runners. Test a visible pickup signal and track minutes between “ready” and “delivered.”
What surprised us? What evidence will settle it?
One next action / owner / date
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Download recovery guide ↓↑ Guide contentsWorkbook / 13 sections
Jump to a worksheet: The soft-opening blind test · Two versions of the same restaurant · The first-week plot twist · Find the first broken handoff. · The bill behind the bill
THE RESTAURANT WORKBOOK
A restaurant workbook for people who would prefer not to learn twice.
Use the opening module for readiness, the rebrand module for changes guests will notice, the hiring module to make work teachable, and the recovery module when a service keeps breaking in the same place.
A decision needs a named owner, deadline and evidence. A person assigned the task needs the authority, information and time to finish it. If something is blocked, name who can unblock it and when they will respond.
Record a baseline, a comparable shift and a target. Use tickets per hour, elapsed time to handoff, voids, first-week skill sign-offs, or another measure that actually reflects the problem. Pair the number with a staff observation.
Bring your actual menu, hours, roles, staff training plan, ordering flow and recent shift notes. Do not bring guests’ personal details or confidential employee records. If the issue is safety, stop the affected operation and escalate rather than treating it as a workbook exercise.
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Download full playbook ↓↑ Guide contentsPLAYBOOK MODULE 01
A soft opening is a rehearsal, not a press conference.
Put permits, occupancy, food-safety readiness, utilities and essential equipment on one list. Give each item one owner, a due date and proof it is done. A text that says “should be fine” is not proof.
Create three rows: approvals, safe equipment/utilities, and service/payment capacity. For each, record who verifies it, the evidence required, and the decision time. No evidence means not cleared.
Count what your slowest station can actually finish in a 15-minute rehearsal. Set a release cap below that observed number and assign someone to slow incoming orders if the queue crosses the cap.
Ask what delayed orders, what guests misunderstood and what staff had to invent. Assign the top three fixes before everyone goes home. “We should” is not a name or a deadline.
Write it down before it becomes folklore. Blocker / owner / due time / proof
Capacity cap / person who can pause orders
Biggest failure in rehearsal / fix before next run
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Download full playbook ↓↑ Guide contentsPLAYBOOK MODULE 02
A new logo cannot answer “Are you still open?”
Write down the things regulars actually come for. Pick one promise to keep, one visible thing to change, and one legacy practice to retire. Ask a few regulars what they would miss before changing it.
Work from the guest’s path: search hours menu order arrival. Use a private browser or a phone not logged in as the owner. Record dead links, stale photos and differences between printed and digital menus.
Use a single launch sheet with an owner per channel, freeze time, and rollback trigger. If a change makes guests unable to order or find you, restore the last working information before debating the creative direction.
Test one busy service with the new menu or workflow. Track top questions, ordering errors, refunds and the things guests still ask for by the old name. Compare similar shifts; fix operations before buying more ads.
Write it down before it becomes folklore. Keep / change / retire
Most likely guest question / staff answer
Channel / owner / checked date
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Download full playbook ↓↑ Guide contentsPLAYBOOK MODULE 03
stay. “We’re a family” is not a training plan.
Name the real hours, pay, shift responsibilities and what a new hire will be taught. Ask every candidate the same job-related questions and score answers against the same rubric. Don’t sell a quiet café if Saturday looks like a fire drill.
Score job-related examples on a 1–3 scale: 1 = no example, 2 = concrete example, 3 = example plus good judgment. Ask how they handled an unclear order or competing priorities. Take factual notes, not vibes.
Day 1: orientation and shadow. Next shifts: show and practice one station. Before solo work: trainer observes the skill checklist. End of week: employee names a friction point and a manager sets the fix date.
Review whether departures cluster around one shift, a manager, unpredictable hours or poor training. Fix the pattern before buying another job ad. Keep individual information private.
Write it down before it becomes folklore. Skill / trainer / demonstrated on
First-week friction / owner / check-back date
One scheduling or training fix to try next week
Download for print or digital use
Download full playbook ↓↑ Guide contentsPLAYBOOK MODULE 04
A bad service is information. Two identical bad services are a choice.
Put one person in charge of the shift. Tell the team what to pause, which items are unavailable and what wait times to quote. Put guest and worker safety ahead of throughput; stop affected work and escalate safety issues.
Separate what was seen from what is suspected. Capture time, station, observable issue, what the team did and what changed. Don’t collect unnecessary personal information.
Give your draft to someone not involved in writing it. Watch where they stop or improvise. Rewrite the unclear instruction, assign an exception owner, and date the new version before sharing.
Write the trigger, who acts, the steps, how to verify, and who handles exceptions. Test it with the person who actually does the work. Date it, keep one current copy and retire the old one.
Write it down before it becomes folklore. What broke first / evidence
Who can approve the recovery / escalation route
New procedure / person testing it / review date
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Download full playbook ↓↑ Guide contentsWORKING TEMPLATE
If everything is urgent, congratulations on inventing a second problem.
Review the decisions and deadlines already on paper. Close what is done, reassign what is stuck, and name what you are deliberately not doing.
Walk through one recent shift. Pick the first thing that made everyone else’s work harder. Agree on one countermeasure you can actually observe.
Tell the team what changes, who owns it, and how to handle exceptions. Test during a comparable shift, and schedule a short review before making it permanent.
Write it down before it becomes folklore. Decision / owner / deadline
Baseline / target / test shift
Evidence of success / follow-up date
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Download full playbook ↓↑ Guide contentsOPENING / PARTNER EXERCISE
No coaching. No peeking. No pretending the numbers match.
Owner/GM as Reader. Shift lead as Responder. Swap roles after round one.
Reader: record your own guesses on separate paper or cover the Reader column, then say only the four prompt labels. Responder: answer independently without seeing the Reader’s guesses or the paragraph below. Cover the reveal block with paper or keep it offscreen. Uncover only after all four answers are locked.
READER (private first) RESPONDER (no hints)
1. Maximum covers before we cut off orders
2. First station that will back up
3. Person who can pause the queue
4. Sign we are not ready to open
REVEAL ONLY AFTER ALL FOUR PROMPTS We will cap the room at [capacity] because [station] gets backed up first. [Name] can pause incoming orders. We will postpone if [stop condition] is not cleared.
Example: GM guessed 40 covers; lead guessed 24. A mock rush showed expo stalled at 24. Cap at 24 for the next rehearsal and have expo signal the queue limit.
What surprised us? What evidence will settle it?
One next action / owner / date
Download for print or digital use
Download full playbook ↓↑ Guide contentsREBRAND / PARTNER EXERCISE
No coaching. No peeking. No pretending the numbers match.
Brand lead as Reader. Server or shift lead as Responder. Use a regular guest as a second respondent if they agree.
Reader: record your own guesses on separate paper or cover the Reader column, then say only the four prompt labels. Responder: answer independently without seeing the Reader’s guesses or the paragraph below. Cover the reveal block with paper or keep it offscreen. Uncover only after all four answers are locked.
READER (private first) RESPONDER (no hints)
1. What regulars would miss first
2. What guests think is changing
3. Where the old menu will still appear
4. What staff should say when asked
REVEAL ONLY AFTER ALL FOUR PROMPTS Regulars come for [what stays]. They may assume [change]. The old version is still visible at [channel]. At the door, we will say [one plain sentence].
Example: Owner said the menu was the big change. Server heard “Did ownership change?” six times. Put the answer where guests actually see it and test the script next service.
What surprised us? What evidence will settle it?
One next action / owner / date
Download for print or digital use
Download full playbook ↓↑ Guide contentsHIRING & RETENTION / PARTNER EXERCISE
No coaching. No peeking. No pretending the numbers match.
Hiring manager as Reader. Trainer or new hire as Responder. Make new-hire participation optional; never use answers to score the person.
Reader: record your own guesses on separate paper or cover the Reader column, then say only the four prompt labels. Responder: answer independently without seeing the Reader’s guesses or the paragraph below. Cover the reveal block with paper or keep it offscreen. Uncover only after all four answers are locked.
READER (private first) RESPONDER (no hints)
1. What the new hire is expected to know
2. Who answers a conflicting instruction
3. What “ready to work alone” looks like
4. One thing the job preview left out
REVEAL ONLY AFTER ALL FOUR PROMPTS By shift three, the new hire can [skill]. If instructions conflict, ask [role]. Working solo means [visible proof]. We need to be more honest about [friction].
Example: Manager said “ready” meant attending training. Trainer said it meant running three orders correctly without a prompt. Agree on the observable test, then give paid practice.
What surprised us? What evidence will settle it?
One next action / owner / date
Download for print or digital use
Download full playbook ↓↑ Guide contentsRECOVERY & SOPS / PARTNER EXERCISE
No coaching. No peeking. No pretending the numbers match.
Manager as Reader. Person on the affected station as Responder. Do not use the exercise to assign blame.
Reader: record your own guesses on separate paper or cover the Reader column, then say only the four prompt labels. Responder: answer independently without seeing the Reader’s guesses or the paragraph below. Cover the reveal block with paper or keep it offscreen. Uncover only after all four answers are locked.
READER (private first) RESPONDER (no hints)
1. First handoff that failed
2. Timestamp or observation to verify it
3. Who can authorize the recovery
4. Condition that triggers a new SOP
REVEAL ONLY AFTER ALL FOUR PROMPTS The first break was [handoff], supported by [evidence]. [Role] can approve recovery. If [trigger] recurs, we will test a new procedure.
Example: The server blamed the kitchen; expo found completed orders waiting for runners. Test a visible pickup signal and track minutes between “ready” and “delivered.”
What surprised us? What evidence will settle it?
One next action / owner / date
Download for print or digital use
Download full playbook ↓↑ Guide contentsFLAGSHIP / HIDDEN COSTS
A cheap decision can be surprisingly expensive.
Facilitator: choose one change. Operator: list time and supplies it adds. Owner: list cash costs and avoided costs separately. Compare with an actual schedule, invoice or service log. Use a consistent weekly period.
Add setup labor, print or install charges, initial training and any one-off waste. Example: 6 training hours × $24 loaded hourly cost + $96 setup = $240 once.
Add only costs the decision creates: extra hours × loaded hourly rate, supplies, fees or waste. Example: 2 extra hours × $24 + $12 supplies = $60/week. One-time $240 + 4 × $60 = $480 four-week cost.
If the change avoids $75/week, write that separately. Four-week net added cost: $480 − 4 × $75 = $180. Count the same labor or waste once. If labor is salaried and pay is unchanged, record hours as capacity lost, not extra cash payroll.
One-time $ / evidence
Recurring $ per week / evidence
Weekly savings $ / evidence
Weeks / gross cost / net cost / owner / review date
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Download full playbook ↓↑ Guide contentsOPENING / FROM THE FLOOR
The truck arrived. The problem was still in the box.
At one of my coffeehouse openings, deliveries from corporate, Amazon and other vendors sat unopened longer than they should have. By the time we checked them, we found damage and missing items. I took a simple lesson from it: “delivered” is a tracking status, not a receiving check.
I would put one person and one backup on receiving before the first shipment arrived. I would have them open and count while the driver is there when possible, or the day a parcel arrives. If something is broken or missing, note it on the delivery paperwork when there is any, photograph what matters and tell the seller immediately.
The time to learn what is in a box is when it gets to the door, not the moment you need what was supposed to be in it. A packing slip is what someone says they sent. Count what you got.
Which deliveries still need to be checked?
Who is the receiver and backup?
How will a discrepancy reach the seller, and who will check for a credit?
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Download full playbook ↓↑ Guide contentsOPENING / RECEIVING LESSON
The truck arrived. That is not the same as getting what you ordered.
A delivery can look complete and still be short, substituted or unsafe. Check at the door, while you can still correct the invoice and keep questionable stock out of service.
Buyer keeps the order or approved substitution list available. Shift lead names a receiver and backup. Stage a clean spot, a working calibrated thermometer, storage space and the receiving log. Assign online and corporate parcels the same receiver as food and bar orders; check them the day they arrive.
Open and count against the order while the driver is present when possible. Match the supplier, invoice, item, quantity and unit size. Inspect seals, packaging, date marks and frozen condition. Check and record required product temperatures against the site’s item-specific limits. For bar orders, also check bottle count, size and seals.
Stop and call the shift lead before accepting a substitution, shortage, damage, unknown source or temperature issue. Reject noncompliant goods; keep disputed product clearly separated from usable stock if it cannot be returned immediately. No sale, prep or service until resolved.
Record quantities accepted or rejected, temperature where required, time and any credit requested. Sign for accepted items only, note discrepancies on the invoice, take photos if useful, notify the seller immediately, move cold stock promptly and assign credit follow-up.
Example: A case is invoiced as 24 units but contains 12. Record the 12 accepted and request a credit for the difference. Confirm the credit on the next statement.
Receiver / backup / where the order and log live
Exception / action / owner / credit follow-up date
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Download full playbook ↓↑ Guide contentsSOP library / 9 procedures and 9 worksheets
Read each procedure first. Then use its worksheet to decide what your team does, who owns it, and how you’ll check it worked.
SOP 01 / STANDARD INSTRUCTIONS
Use before the doors, ordering channels or bar service open. Opening lead verifies readiness. Station leads sign off. Manager handles stop conditions.
Do not use held stock or equipment. Stop affected service when safety checks fail, isolate the problem and notify the manager. Record any approved service limits.
This sign-off stays on this page. Use the fillable PDF for a record you can save.
Go to the customization worksheet
Download for print or digital use
Download SOP starter set ↓↑ SOP library contentsSOP 01 / HOUSE EDITION
Use this worksheet alongside the preceding SOP.
Add site-specific details below. Copy them into the matching steps on the previous page, then have someone who works the station follow the combined instructions. Resolve gaps, approve the house edition and put one current copy where staff use it.
Notes you type here stay on this page and aren’t copied to the PDF. Download the fillable version to save your answers.
Download for print or digital use
Download SOP starter set ↓↑ SOP library contentsSOP 02 / STANDARD INSTRUCTIONS
Use after last orders and before the final lead leaves. Station leads reset. Closing lead verifies. Manager reviews exceptions.
If you cannot verify safe closure or security, contact the manager and follow site emergency procedures. Do not sign off while the site remains unsecured.
This sign-off stays on this page. Use the fillable PDF for a record you can save.
Go to the customization worksheet
Download for print or digital use
Download SOP starter set ↓↑ SOP library contentsSOP 02 / HOUSE EDITION
Use this worksheet alongside the preceding SOP.
Add site-specific details below. Copy them into the matching steps on the previous page, then have someone who works the station follow the combined instructions. Resolve gaps, approve the house edition and put one current copy where staff use it.
Notes you type here stay on this page and aren’t copied to the PDF. Download the fillable version to save your answers.
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Download SOP starter set ↓↑ SOP library contentsSOP 03 / STANDARD INSTRUCTIONS
Use at shift changes, service-period changes and lead handoffs. Outgoing lead briefs. Incoming lead repeats back. Both verify high-risk items.
If a required safety control cannot be verified, keep affected work paused and escalate. Share only the details the next shift needs.
This sign-off stays on this page. Use the fillable PDF for a record you can save.
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Use this worksheet alongside the preceding SOP.
Add site-specific details below. Copy them into the matching steps on the previous page, then have someone who works the station follow the combined instructions. Resolve gaps, approve the house edition and put one current copy where staff use it.
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Download SOP starter set ↓↑ SOP library contentsSOP 04 / STANDARD INSTRUCTIONS
Use for every food, beverage, supply or equipment delivery.
Receiver checks and logs. Shift lead resolves exceptions. Buyer follows up on credits.
Pull the order or packing list. Confirm supplier and destination. Clear a receiving spot and make sure cold storage is available. For products that need temperature checks, get a clean, calibrated thermometer and the item-specific limits.
While the driver is present when possible, open and count against the order. For unattended parcels, inspect the day they arrive. Match item, size, quantity and approved substitutions. Check condition, seals, dates and product temperature where required. Record measured readings; do not assume.
If goods are short, damaged, out of spec, unknown, or substituted without approval, pause acceptance and notify the lead. Reject unsafe or noncompliant items. If immediate return is impossible, label and isolate them from usable stock and follow site procedure. Do not use them.
Note accepted and rejected counts on the invoice or delivery record before signing where possible. Photograph evidence as appropriate and notify the seller promptly. Move accepted goods to safe storage right away. Log time, receiver, temperatures where required and follow-up. Buyer confirms replacement or credit.
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Download SOP starter set ↓↑ SOP library contentsSOP 04 / HOUSE EDITION
Use this worksheet alongside the preceding SOP.
Add site-specific details below. Copy them into the matching steps on the previous page, then have someone who works the station follow the combined instructions. Resolve gaps, approve the house edition and put one current copy where staff use it.
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Download SOP starter set ↓↑ SOP library contentsSOP 05 / STANDARD INSTRUCTIONS
Use when a satisfied guest asks about future visits or chooses to hear from you.
Staff offers the option. Manager owns list, cadence and opt-outs.
After a positive interaction, point to an optional way to hear about future menus, events or visits. Say what they will receive and how to stop it. Do not add a person from a reservation, receipt or complaint simply because you have their contact details.
Use the approved sign-up form or system. Keep the channel, date and source of the guest’s affirmative choice. No enrollment if consent is absent or unclear. Do not copy addresses into personal phones or spreadsheets.
Use the approved channel, only for the topics promised. Include a clear way to opt out. Check any offer terms, dates and availability before sending. Suppress opt-outs and do not re-add without a new choice.
Track aggregate sign-ups, opt-outs and return-offer redemptions where available. Treat a redemption as evidence, not proof of why they returned. If an opt-out or permission problem appears, pause the affected send and escalate to the manager.
Go to the customization worksheet
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Download SOP starter set ↓↑ SOP library contentsSOP 05 / HOUSE EDITION
Use this worksheet alongside the preceding SOP.
Add site-specific details below. Copy them into the matching steps on the previous page, then have someone who works the station follow the combined instructions. Resolve gaps, approve the house edition and put one current copy where staff use it.
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Download SOP starter set ↓↑ SOP library contentsSOP 06 / STANDARD INSTRUCTIONS
Use while the guest is still waiting or can receive an immediate correction.
Staff member owns the first response. Shift lead handles escalations and approvals.
Ask what happened, confirm the problem in plain words and thank the guest for raising it. Tell them who is handling it and when you will check back. Do not guess about causes or promise what you cannot approve.
For allergy concerns, suspected illness, injury or threats, notify the shift lead immediately and follow the site’s safety or incident response process. Stop affected service if safety is in doubt. Do not improvise food-safety or emergency advice.
For routine issues, offer an authorized correction such as remaking an item. Escalate refunds, comps or exceptions above your limit. Verify the approved action is completed, tell the guest what changed and check back when promised.
Log the time, station, factual issue, resolution, approver and follow-up owner. Use approved records only; do not include payment-card details. Tell the relevant station what changed. Review recurring issues in the next shift debrief.
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Use this worksheet alongside the preceding SOP.
Add site-specific details below. Copy them into the matching steps on the previous page, then have someone who works the station follow the combined instructions. Resolve gaps, approve the house edition and put one current copy where staff use it.
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Download SOP starter set ↓↑ SOP library contentsSOP 07 / STANDARD INSTRUCTIONS
Use when a complaint arrives after the guest has left.
Inbox owner logs and acknowledges. Manager investigates and approves a resolution.
Record the time, channel and factual issue. Acknowledge receipt and give a realistic time for an update. Move personal details to an approved private channel instead of requesting them in public.
Route suspected illness, injury, threats or allergy incidents immediately through the site’s escalation and reporting process. Preserve relevant records under house policy; do not speculate about causes or fault.
Check the order and shift records and ask staff what they observed. Separate observations from assumptions. The manager approves the remedy, explains next steps clearly and uses the approved payment workflow for refunds. Never ask for full card details by message.
Log the outcome, approval, response date and next check. Confirm any remedy was actually completed. If the problem recurs, assign an operational fix; do not add the guest to marketing because they complained.
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Use this worksheet alongside the preceding SOP.
Add site-specific details below. Copy them into the matching steps on the previous page, then have someone who works the station follow the combined instructions. Resolve gaps, approve the house edition and put one current copy where staff use it.
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Download SOP starter set ↓↑ SOP library contentsSOP 08 / STANDARD INSTRUCTIONS
Use before assigning solo work on a new or changed station.
Trainer demonstrates and observes. Trainee practices. Manager authorizes solo work.
Select the station and skill. Use the current instructions. Tell the trainee what successful work looks like, how to check it and when to ask for help. Schedule and pay for required training.
Show the task at normal speed, then explain key checks. Have the trainee do it with supervision and explain how they would notice and correct an error. Stop unsafe work and teach the correct action before resuming.
Watch the trainee complete the required repetitions against the same checklist. Record what was demonstrated. If a required check is missed, give specific feedback, continue supervised practice and schedule reassessment. Do not sign off from attendance alone.
Trainer records the skill, observed result, date and recommendation. Manager confirms solo work authorization or restrictions. Store the record in the approved place. Recheck skills when procedures change or performance shows a gap.
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Download SOP starter set ↓↑ SOP library contentsSOP 08 / HOUSE EDITION
Use this worksheet alongside the preceding SOP.
Add site-specific details below. Copy them into the matching steps on the previous page, then have someone who works the station follow the combined instructions. Resolve gaps, approve the house edition and put one current copy where staff use it.
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Assign one focus area each day, on top of routine daily cleaning. Manager schedules trained staff. Assigned staff clean and record. Lead inspects or defers.
Log date, task, staff initials and lead initials. For deferrals, record reason, temporary control, owner and new date. Protect food and the cold chain, never mix chemicals, and report hazards immediately. Keep affected ice or equipment out of use until cleared.
This sign-off stays on this page. Use the fillable PDF for a record you can save.
Go to the customization worksheet
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Download SOP starter set ↓↑ SOP library contentsSOP 09 / HOUSE EDITION
Use this worksheet alongside the preceding SOP.
Add site-specific details below. Copy them into the matching steps on the previous page, then have someone who works the station follow the combined instructions. Resolve gaps, approve the house edition and put one current copy where staff use it.
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Download SOP starter set ↓↑ SOP library contentsResource downloads
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04 / The stuff nobody wants to ask out loud
Operator Q&A: practical answers to common restaurant problems.
Decide what’s actually ready before deciding what to announce. If approvals, equipment, or safe service aren’t in place, move the date. If those are solid, a limited soft opening might be an option. An Instagram post is not a permit.
Ask regulars what they come back for. Keep the parts that still serve the business, then test the biggest change on a small scale. You can introduce a new menu without making people feel like their restaurant disappeared overnight.
Confirm the first shift, pay, location, and who’ll meet them before they start. Then check whether the hiring process matched what the job actually offers. A better reminder helps; it won’t fix a surprise schedule.
Compare the job you advertised to the job they’re doing. Ask one recent hire what surprised them, then watch a shift. If every new person gets three different answers to one question, fix the training before replacing the people.
Track where the ticket actually stalls. If the line is waiting on a single oven or chasing an ingredient, extra labor alone won’t fix it. Change one thing and measure the next rush.
Agree on who runs the shift and let that person communicate the call. Owners can disagree privately. The team shouldn’t have to vote on where the to-go lids live.
