General Manager
Expectations
1. Grow Leaders
2. Best in class execution
3. Profitability
4. Communication
How to meet expectations
Grow Leaders
1. Weekly one-on-ones with each Pillar Lead
a. Evaluate the pillar in comparison to Pillar Lead job description. Each pillar has specific ways to meet expectations. Partner with each lead and guide them through each expectation in route to measured success.
i. Reception
1. Expectations: Grow Leaders, best in class execution, communication
2. Measured success: Defined leadership in pillar, review ratings, scheduling vs budget, 1 huddle, daily notes and captains list champion ii. Service
1. Expectations: Grow leaders, best in class execution, communication
2. Measured success: Team wait vs ranked ratio, ranking changes, service review ratings, schedule vs budget, staffing pillar, 1 huddle activity, control of roll out communication and training, daily notes and captains list champion
iii. Beverage
1. Expectations: Grow leaders, best in class execution, profitability, communication
2. Measured success: Team wait vs ranked ratio, ranking changes, beverage review ratings, schedule vs budget, staffing pillar, 1 huddle activity, Control of roll out communication and training, daily notes and captains list champion, responsive to all correspondence3. Profitability: Responsible for all LBW COGs and inventory a. Variance less than 2% of theoretical
iv. Culinary
1. Expectations: Grow leaders, best in class execution profitability, communication
2. Measured success: Established Team leader, internal growth /upskilling, culinary review ratings, schedule vs budget, staffing pillar, control of all roll out communication and training, daily notes and captains list champion
3. Profitability: Responsible for all Food COG’s and inventory a. Variance less than 2% of theoretical b. 6 month and annual review for each salaried manager i. Development plans
Best in Class Execution
1. Captain’s checklist champion a. 100% adherence for all team membersGeneral Manager i. GM takes the lead in coaching and teaching expectations through the captain’s checklist b. Daily review of jolt completion
2. Staffing pars and actuals communicated to each pillar monthly
3. Gm partners with another manager daily to coach execution on shift a. Ensure that each manager is involved in this process weekly
Profitability
1. Know your data a. Study previous year history and current trends to project your days, weeks, periods. b. Gm to send next period projections to DOO at the halfway mark of current period for review. c. Ops statement actual vs budget review each week in ops statement d. Gm communicates and facilitates plan to maximize all sales avenues i. Maximize seating, events, 3rd party sales, monitor service cycle times, wait time quotes, first round cocktails
2. COG’s Management a. Variance less than 2% of theoretical
3. Labor Management a. Sign off on each department schedule before posting b. Weekly sales and labor forecast updated for DOO approval Saturday prior to week start c. Staffing par setting for each pillar
Communication
1. Weekly Ops email
2. Weekly Leadership Status update
3. Weekly Declining budget
4. Next period projections (period based)
5. GM to leave shift notes daily
Job Type: Full-time
Pay: $90,000.00 - $115,000.00 per year
Benefits:
- Dental insurance
- Health insurance
- Paid time off
- Vision insurance
Experience level:
Restaurant type:
- Bar
- Casual dining restaurant
Shift:
Weekly day range:
- Monday to Friday
- Weekends as needed
Experience:
- GM: 2 years (Required)
- full service restaurant: 4 years (Required)
- Staff training: 2 years (Required)
- Inventory management: 2 years (Preferred)
- Budgeting: 2 years (Required)
Ability to Relocate:
- Dallas, TX 75206: Relocate before starting work (Required)
Work Location: In person