To provide the General Manager with flexibility in managing their own schedule in a way that supports both the needs of the business and their personal balance, while ensuring consistent leadership presence, operational oversight, and active engagement on the restaurant floor.
Schedule Ownership
The General Manager has full control over their own schedule, provided it aligns with the needs of the business. The schedule should be adjusted as necessary to meet operational demands and accomplish specific business objectives.
Schedules must be planned proactively to ensure consistent coverage during key service periods and management transitions. The GM’s schedule should also be clearly communicated to staff each week, so the team knows when leadership is available and engaged.
Timeliness and visibility are core expectations for both staff and management. Adjustments to the schedule may be made as needed to balance workload, events, and personal needs, with clear communication to the ownership team.
Time Commitment
The General Manager is expected to maintain an average of 40–45 hours per week. Hours may fluctuate based on business demands, seasonality, or operational priorities.
Time should be tracked and reviewed periodically to ensure sustainability, balance, and accountability. The focus should remain on results and engagement, not just total hours worked. Consistent coverage during peak service times is critical to maintaining standards and preventing operational setbacks.
Floor Presence & Engagement
The General Manager is expected to be actively engaged on the floor during peak service times, not managing from a distance. During these periods, the GM should ensure that other managers are executing their duties effectively and that the restaurant is operating at its highest standard.
Administrative & Planning Time
Administrative and planning work should be completed outside of peak service hours whenever possible to allow full attention to guests and staff during active service.
While administrative duties such as scheduling, reporting, and communication are essential, they should never overshadow the needs of the floor during busy periods. The General Manager must remain aware and in tune with the rhythm of the restaurant, ready to step in and support as needed.
When another manager is on duty, they should be trusted to lead and execute their responsibilities effectively. However, the GM should remain accessible and available to provide guidance or assistance if issues arise.
Coverage & Visibility
Maintain a balanced mix of day, evening, and weekend shifts to provide well-rounded leadership and oversight across all operations. Ensure consistent leadership coverage during all operating hours by coordinating schedules with the FOH and BOH managers. The goal is to maintain a strong leadership presence without unnecessary overlap or gaps in supervision.
Avoid extended absences without prior communication and coverage planning. The GM’s schedule should remain visible to both the management team and staff, ensuring everyone knows when leadership is available and engaged.
Weekend Presence
Until the operation demonstrates consistent improvement in service standards, communication, and team reliability, the General Manager is expected to be present for both weekend shifts (Friday and Saturday). This ensures active leadership during the busiest and most guest-impactful times of the week.
As the team’s performance stabilizes and consistency improves, the GM may transition to one weekend shift per week, while remaining available for oversight, communication, and support as needed. During peak seasons, holidays, or major events, the GM should plan to be present for both weekend shifts to ensure smooth execution, guest satisfaction, and full management coordination.
Flexibility is allowed when coverage is strong and objectives are met, but the GM’s leadership visibility remains a critical part of team culture and guest confidence.
Team Overlap & Coordination
Schedule an appropriate number of overlapping shifts with each department head to maintain consistent communication, alignment, and accountability.
These shared shifts are critical for maintaining cohesion across the management team and ensuring that all departments are working toward the same objectives.
Consistency & Predictability
Maintain a consistent weekly rhythm, so staff know when to expect the GM’s presence and support. A predictable schedule builds trust, stability, and accountability across the team. Post the GM’s weekly availability or hours on the manager’s schedule for transparency and coordination.
Avoid sudden or frequent schedule changes except in cases of emergencies or significant business needs. When adjustments are necessary, communicate them promptly to the management team to ensure alignment and coverage.
Professional Example & Balance
The General Manager sets the tone for the entire management team. Professionalism, punctuality, preparation, and organization should be modeled consistently in both action and attitude. Personal time off should be respected, planned, and protected, with at least one full day off per week encouraged to maintain focus, balance, and long-term performance.
Any remote or off-site work should be clearly communicated, intentional, and used productively, not as a substitute for on-site leadership presence. The GM’s approach to time, balance, and accountability establishes an example for all managers and staff to follow.
Performance Over Presence
While consistent visibility is important, true success for the General Manager is measured by results, team development, and guest experience, not by the number of hours spent on-site. The GM’s schedule should reflect a healthy balance between being accessible, engaged, and effective. A presence on the floor should be purposeful, focused on leadership, coaching, and ensuring standards are met, rather than simply fulfilling time expectations.
### A well-structured schedule allows the GM to:
- Lead proactively instead of reactively
- Support and empower other managers to make decisions
- Focus on long-term planning, systems, and improvements
- Maintain energy and clarity for consistent leadership performance
The goal is not to work more, but to work smarter, maintaining visibility, communication, and accountability while driving meaningful progress for the business and its people.