🌱How to Think Like a Successful Multi-Unit Restaurant Owner (3 Mindset Shifts That Change Everything)

A 2 min read and 3 resources to help you grow.

I just finished reading "How Successful People Think" by John C. Maxwell, and holy shit, it hit me like a ton of bricks.

The book isn't about restaurants, but every page screamed truths about why some operators build empires while others stay stuck running one location forever.

Maxwell breaks down the thinking patterns that separate successful people from everyone else.

And here's the thing - most restaurant owners are stuck in survival mode thinking when they need to be thinking like empire builders.

If you're ready to scale beyond your current locations but feel overwhelmed by the complexity, let's talk. Schedule a conversation here and let's explore how to shift your thinking from operator to CEO.

I help independent restaurant owners develop the leadership mindset and systems needed to grow confidently.

Here are three mindset shifts from Maxwell's book that will transform how you approach multi-unit growth:

1. Think Possibilities, Not Limitations

Most restaurant owners think: "I can't expand because I don't have enough good managers."

Successful operators think: "How can I develop the systems and culture that create great managers?"

The difference? One mindset keeps you trapped. The other builds solutions.

Stop asking "What if it doesn't work?" Start asking "What if it does work, and how do I make sure it does?"

2. Think Systems, Not Tasks

Average operators think in terms of daily tasks and putting out fires.

Successful multi-unit owners think in terms of systems that work without them.

Maxwell talks about "big picture thinking" - the ability to see beyond the immediate and focus on what matters most.

When you're in location A, you should be confident that location B is running exactly as it should because your systems and people are solid.

3. Think Growth, Not Maintenance

Maintenance thinking asks: "How do I keep what I have?"

Growth thinking asks: "How do I multiply what I have?"

Maxwell emphasizes that successful people are always learning, always improving, always looking for the next level.

In restaurants, this means investing in your leadership development, creating promotion pathways for your team, and building processes that can scale.

The moment you stop growing as a leader is the moment your restaurants stop growing too.

The Bottom Line

Your restaurant's success is directly connected to how you think as a leader.

If you want different results, you need different thinking.

And if you want to build a multi-unit empire that runs without you, you need to start thinking like the CEO you're becoming, not the operator you've always been.

P.S. If these mindset shifts resonated with you, here are three additional ways I can support you:

1. One-on-one coaching - Let's work together to develop your leadership mindset and build the systems needed for sustainable growth. Visit christinmarvin.com/contact to get started.

2. Group coaching program - Join a small cohort of like-minded restaurant owners working together to implement these growth-focused mindset shifts and build scalable operations. Apply at christinmarvin.com/groupcoaching

3. Leadership workshops - Bring these concepts to your entire leadership team and create alignment around growth-focused thinking. Get started at christinmarvin.com

The question isn't whether you can scale successfully - it's whether you're willing to think differently to make it happen.

🌱How to Stop Confusing Your Team with Unclear Leadership Roles

A 2 min read (and explicit language)

Your managers are getting mixed messages from multiple owners. Your team doesn't know who to report to. And everyone's frustrated because nobody knows who's actually in charge of what.

Sound familiar?

Here's the truth: unclear roles don't just frustrate your team... they destroy your culture and kill your profits.

When your managers don't know who they answer to, decisions get delayed. When owners contradict each other, trust erodes. When responsibilities overlap without clear boundaries, nothing gets done well.

If you're struggling with unclear leadership roles and responsibilities, I can help you create the clarity your team desperately needs.

I work with restaurant owners to build systems that eliminate confusion and create accountability at every level.

Step 1: Map Your Essential Leadership Roles

Start with these core positions and define exactly what each one owns:

General Manager/Operations Manager: Overall restaurant performance, P&L responsibility, final decision-making authority for daily operations.

Kitchen Manager/Chef: Food quality, kitchen operations, BOH staff development, inventory management.

Front of House Manager: Guest experience, FOH staff scheduling and training, service standards.

Assistant Manager: Specific operational areas (you define which ones), manager development, covering shifts.

Don't create roles just because you think you should. Create them because your business needs them.

Step 2: Define Clear Expectations for Each Role

For every leadership position, document:

• Primary responsibilities (what they own completely)

• Secondary responsibilities (what they support)

• Decision-making authority (what they can decide without approval)

• Reporting structure (who they report to and who reports to them)

• Key performance indicators (how you'll measure their success)

The goal isn't to micromanage. It's to create clarity so your leaders can actually lead.

Step 3: Address the Owner Problem

If you have multiple owners, you need to get your shit together before you can expect your team to function.

Decide who has final authority on:

• Daily operations decisions

• Staff hiring and firing

• Menu changes

• Policy updates

• Performance management

Your team should never hear conflicting directions from different owners. Ever.

Step 4: Roll It Out to Your Entire Team

Once you've defined roles and aligned ownership, communicate it clearly:

1. Hold an all-hands meeting to introduce the new structure

2. Create a simple org chart that shows who reports to whom

3. Post role summaries where everyone can see them

4. Train your leaders on their new responsibilities before expecting them to execute

5. Set up regular check-ins to ensure the new structure is working

Step 5: Hold Everyone Accountable

The best organizational chart in the world means nothing if you don't enforce it.

When someone steps outside their role, address it immediately. When leaders aren't meeting their responsibilities, have the conversation. When owners contradict each other, fix it behind closed doors.

Your team will only respect the structure if you do.

Clear roles aren't about creating bureaucracy. They're about creating clarity so your people can do their best work without constantly guessing what's expected of them.

Stop making your team navigate mixed messages and unclear expectations. They deserve better leadership than that.

P.S. Here are 3 additional ways I can support you:

1. One-on-one coaching to help you design and implement a leadership structure that actually works for your restaurant - christinmarvin.com/contact

2. Group coaching for your leadership team to align everyone on their roles and responsibilities - christinmarvin.com/groupcoaching

3. Leadership development workshops to train your managers on how to lead effectively within their defined roles - christinmarvin.com/contact

🌱Technology Isn't the Enemy of Hospitality - It's Your Strongest Ally

A 2 min read.

I just delivered an EDTalk that challenged restaurant operators to completely rethink their relationship with technology. And based on the reactions I got, this is a conversation our industry desperately needs to have.

Watch the full speech here

Here's the reality check: 20 years ago, we had a computer in the office, a POS system, and a landline phone. That was pretty much it. We built everything from scratch with binders, plexiglass, china pens, and spreadsheets.

But we figured it out. We adapted. We created solutions with the tools we had.

Fast forward to today, and everything has changed. Margins are thinner than ever, labor and food costs need constant oversight, guests want experiences that fit their lifestyle, and we're hiring people with little to no industry experience.

You can't just work harder anymore. You have to be smarter.

Yet I talk to operators every day who avoid technology because they tell themselves limiting stories:

• "I'm not tech-savvy"

• "I don't understand how it impacts my business"

• "Tech equals corporate"

These beliefs are holding you back from running a more productive and profitable restaurant.

Here's the mindset shift that changed everything for me: Stop seeing technology as just another tool you have to manage. Start seeing it as your most reliable employee—one that doesn't call in sick, doesn't get tired, and consistently provides data to help you make better decisions around the clock.

Think about Open Table's impact 20 years ago. Overnight, it filled seats without phone calls, gave us guest insights before they walked in, turned running the door into a game, and made the restaurant more profitable—all without losing the human touch.

The key is choosing technology intentionally. Before investing in any tool, ask yourself three questions:

1. Will this elevate the guest experience?

2. Will it improve the employee experience?

3. Will it make us more profitable?

If the answer is yes to all three, it's worth exploring.

Remember, restaurants are emotional businesses. We make decisions based on what feels right—but data tells us the truth we might not see when emotions are running high.

Technology isn't replacing hospitality. It's protecting it by giving you more time to focus on what matters: taking care of yourself, your team, and your guests.

So here's my challenge: Think about one problem in your business that technology could solve. Get curious, take one step, and see the impact.

The restaurant industry isn't getting easier—but with the right tools, you can make it easier on yourself.

Watch the full speech here

P.S. Ready to make technology work for your restaurant instead of against it? Here's how I support independent restaurant owners:

• One-on-One Coaching - Work directly with me to develop systems, leadership skills, and strategic thinking that drives profitable growth

• Multi-Unit Mastery Framework - Get my proven roadmap for scaling restaurant operations without losing control or sacrificing quality

• Leadership Development - Build the confident, empowered leadership team that can implement and manage technology effectively while maintaining your culture

Let’s connect at christinmarvin.com/contact

🌱 From Peer to Leader: Navigating the Transition Path

A 2 min read.

Last week, I coached someone who just moved up from team member to leader at their restaurant. Maybe you've been there too—trying to be the boss to people who were just your coworkers.

Having a hard time with this leadership stuff? My coaching can help you feel more confident in your new role. Book a 30 min call and let's talk about working together.

My client was worried about keeping good relationships while also being taken seriously as a leader. I see this a lot! Many new leaders avoid conflict and do all the work themselves instead of asking others to help.

During our session, we had a big "aha moment": Giving work to your team isn't being mean, it's giving them chances to grow. When you think, "I don't want to burden them" and do it all yourself, you're actually stopping them from learning new skills.

We found that my client was a people-pleaser (like many in restaurants). But here's the thing: avoiding tough talks now creates bigger problems later. When you don't address issues right away, they get worse, people get confused, and feelings get hurt.

We practiced some simple ways to bring up problems: "I noticed this happening, and I'm worried about how it affects the team. Can we talk about a better way?"

We also made a list of people who can give good advice when things get tough. The best supporters aren't just friends who agree with everything, they're honest people who help you grow.

Then we created a simple 90-day plan:

• First month: Get to know your team better and watch how things work

• Second month: Fix the obvious problems and get some quick wins

• Third month: Connect daily work to the bigger picture and set up ways to measure success

This plan gives new leaders permission to learn before making big changes.

What I've learned from all my clients is that leadership isn't about doing everything yourself, it's about helping others grow while keeping good relationships.

Want to become a better leader? My coaching is made just for restaurant leaders like you. Click here to book your free call or reply with "LEADERSHIP" in the subject line.

Christin

P.S. Know another restaurant leader who's struggling? Please share this email with them. Together, we can build stronger restaurant teams everywhere.