The General Manager job description you should be using in 2025

I have this vivid memory, from many years ago, of sitting in on a management meeting at one of our venues. The GM had been in the role a few months, and on paper, they were ticking every box. Running the meeting. Covering the reports. Setting the week’s focus.

But in the room…something was just off.

Managers weren’t really engaged. The head chef had already checked out. And on the floor afterward, those cracks showed up. Guests weren’t being greeted with any energy. Drinks sat empty. A complaint about loud music went unresolved. The GM was clearly working hard - seriously hard - but they were trying to do everything themselves.

And that was the problem.

We’d promoted someone great on the floor and expected them to become a great leader overnight. But we hadn’t helped them build the systems, the team trust, or the mindset to lead from above the floor.

So we got to work.

I spent time on the floor with them. Not to micromanage, but to support, reset, and coach. We talked about what success really looks like as a General Manager:

• Having a team you trust to run the shift when you're not there (and how to hold them accountable if they’re not doing what they’ve said they will)
  
  
• Staying obsessed with the customer experience (If you’re not, how can you expect anyone else to be?)
  
  
• Understanding your numbers and making calls that will improve performance this week, this month, and this quarter
  
  

A few months later, that same GM was running one of our most consistent venues. They had a team that loved showing up. Guests who noticed the difference. And numbers that started consistently trending up.

It was an experience I’ll never forget, because it changed how we thought about hiring our GMs and venue managers forever. And that feels too important not to share. So, we’ve taken all of that thinking and turned that into the clearest GM/Venue Manager job description we’ve ever used. We’d love for you to take it. Use it. Tweak it. Share it with your team.

(And remember: a hardworking GM without systems is just a floor staffer with extra stress. The best GMs build teams, move numbers, and lift the whole room.)

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Key Responsibilities

Leadership & Strategy

• Build and maintain strong, open, and respectful relationships with Managing Directors, suppliers, FOH, and Kitchen team members.
  
  
• Set a clear and consistent standard of leadership for all FOH operations.
  
  
• Champion and embed a guest-first culture that ensures every person receives an exceptional experience.
  
  
• Hire, onboard, coach, and develop your key managers and FOH team members to meet performance standards.
  
  
• Lead, document, and evolve all FOH systems and processes to ensure continuous improvement and operational excellence.
  
  

Contribute to the leadership team by helping define strategy and implement business plans.‍

Operational Management

FOH Operations

• Oversee all FOH service areas, ensuring smooth, consistent, and high-quality operations.
  
  
• Handle escalated guest complaints with professionalism and speed.
  
  
• Supervise opening and closing procedures and ensure staff complete all checklists to a high standard.
  
  
• Communicate any daily operational updates, service changes, or specials clearly to the team.
  
  
• Support the host team by managing reservations, takeout orders, and guest greetings when needed.
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• Work closely with the head chef to ensure seamless operations between the Kitchen and FOH.
  
  

Systems & Compliance

• Own and monitor all FOH systems in Loaded, ensuring accurate daily execution of checklists and procedures.
  
  
• Report and resolve any operational or system issues promptly through the appropriate channels.
  
  
• Ensure weekly FOH communication and meeting forms are completed and reviewed to support continuous improvement.
  
  
• Maintain a safe, clean, and compliant FOH environment in line with health, safety, liquor and workplace legislation.
  
  

Roster & Labour

• Build costed rosters for all FOH staff (waitstaff, hosts, bar team, takeaway) using Loaded.
  
  
• Ensure rosters align with forecasted revenue and are published by Tuesday 5pm for the following week.
  
  
• Monitor wage costs to ensure performance is within quarterly targets
  
  
• Constantly contribute to reporting on actual vs. budgeted labour costs and overall FOH efficiency.
  
  

Cost Control & Stock

• Meet quarterly gross profit targets for FOH
  
  
• Oversee ordering, receiving, and tracking of FOH-related stock and consumables.
  
  
• Ensure accurate daily and weekly stocktakes; review with the Group Stock Manager and communicate results to the team.
  
  
• Oversee supplier purchasing negotiations and ensure pricing and terms are adhered to by suppliers.
  
  
• Maintain tight control over FOH inventory, ensuring correct labelling, storage, and minimal waste.
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Team & Culture

• Ensure all FOH team members are trained using our onboarding materials; ensure guides and manuals are kept up to date.
  
  
• Provide regular feedback and performance coaching to all direct reports.
  
  
• Foster a positive, professional culture where high standards are expected and celebrated.
  
  
• Take a proactive role in the wellbeing and motivation of your team.
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• Attend and contribute to weekly management huddles; cascade key business updates to the team.

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Standards & Expectations

• Uphold our values in every interaction - with guests, team members, and external stakeholders.
  
  
• Be punctual, well-presented, and ready to lead by example on every shift.
  
  
• Communicate openly and ethically, contributing to a culture of trust and accountability.
  
  
• Proactively identify and resolve challenges and drive continuous improvement in FOH systems and service.
  
  
• Support other areas of the business where needed to ensure smooth overall operations.
  
  

Performance Evaluation

Performance will be assessed using the following five-point scale:

• 4 – Exceptional: Far exceeds expectations and uplifts team performance.
  
  
• 3 – Above Requirements: Strong and consistent performance requiring minimal guidance.
  
  
• 2 – Meets Requirements: Good performance with areas for development.
  
  
• 1 – Below Requirements or Developing: Learning or inconsistent performance needing close support.
  
  
• 0 – Unsatisfactory: Not meeting role expectations and potentially affecting others.

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