How a Chick-fil-A team leader addresses underperformance by giving constructive feedback and offering support.

Imagine you’re leading a Chick-fil-A team shift and one person isn’t pulling their weight. The line slows, orders get rushed, and the guest experience starts to slip. It’s a tough moment, but it’s also a real test of leadership. The instinct to steer straight for blame is tempting, but the more effective move is different: give constructive feedback and offer support for improvement. This approach isn’t soft—it’s strategic, and it protects the vibe that makes Chick-fil-A stand out: teamwork, respect, and a genuine care for guests and for each other.

Let’s start with the mindset that makes this work

Lead with care, not criticism. In a busy restaurant, anxiety can push people to close up. A calm, constructive conversation helps a teammate feel seen and supported—two crucial ingredients for real change. Think of it as coaching, not policing. You’re helping someone develop, while also safeguarding the guest experience. That balance matters, especially in a brand that’s famous for friendly, consistent service.

Next, the practical approach that actually gets results

When you notice underperformance, your first job is to collect concrete, specific details. Was a task done late? Was the quality of a register scan off? Was a team member’s tone a touch sharp with a guest or colleague? Specifics matter because they anchor the conversation in observable facts, not in feelings or rumors. This makes the feedback fair and actionable.

Then you prepare a feedback conversation that follows a simple, effective structure. A widely used model is Situation-Behavior-Impact (SBI). Here’s how it looks in practice:

• Situation: “During the 5:15 to 5:30 rush yesterday on the hot-bar, when the line started to back up…”

• Behavior: “I noticed the team member spoke a bit hurriedly to the guests and missed a couple of standard upsell prompts.”

• Impact: “That slowed the flow and may have left guests feeling less valued, which is the opposite of the Chick-fil-A experience we aim for.”

Framing it this way keeps the focus on observable actions and their effects, not on personal traits. It also makes it easier for the teammate to see a path forward.

The language that respects and clarifies

Use “I” statements to own your observations, and pair them with clear, specific requests. A few templates to borrow:

• “I’ve noticed… during… and it’s affecting… What would help you here?”

• “When this happens, I feel concerned about how guests perceive our service. Here’s a small change that could make a difference: …”

• “What support do you need from me or the team to get this right moving forward?”

Add a sprinkle of encouragement. Acknowledge the person’s strengths before you address the gap. For example: “You’re great at keeping the front line warm and friendly. With a little more focus on timing during peak moments, you’ll be even more effective in that role.”

Offer practical paths to improvement

Feedback without support is like a map without a compass. It points the way, but it doesn’t help you move. So couple your observations with tangible options:

• Coaching moments: Schedule short, guided practice sessions. A few minutes of focused walkthroughs on the line, with you or a strong team member as coach, can build muscle memory fast.

• Targeted training: If the issue is consistency, bring the teammate to a quick training module or pair them with a mentor who excels in that area.

• Resource access: Provide checklists, quick-reference prompts, or one-page cheat sheets for busy moments. These non-intrusive tools reduce friction and keep standards intact.

• Regular follow-ups: Schedule brief, friendly follow-ups to gauge progress. A quick check-in shows you’re invested and keeps momentum without turning every shift into a formal review.

It’s not just about fixing one problem—it’s about creating a culture that grows together

If you’re a Chick-fil-A Team Leader, you’re not only managing tasks; you’re shaping a culture. That culture rewards candor done with care, and it treats feedback as a normal, useful part of work life. When a team member sees that feedback leads to real help rather than embarrassment, they’re more likely to be open about struggles in the future. And openness is a superpower in a fast-paced environment where training, consistency, and hospitality intersect.

Here’s a gentle truth: addressing underperformance well isn’t a one-and-done moment. It’s a pattern of ongoing engagement. Regular, brief conversations that celebrate what’s going well and address gaps promptly build trust and keep the team buoyant during busy shifts. It’s the difference between a crew that just gets through the rush and a crew that thrives because they know their leader is in their corner.

Make it fit Chick-fil-A’s values in every word

Chick-fil-A isn’t just about sauces and spicy chicken sandwiches. It’s about service, teamwork, and a genuine desire to serve others well. When you address performance with constructive feedback and supportive actions, you’re living those values. You’re telling your team, in effect: “We care about you as a person, and we care about the guests you serve.” That’s how you build loyalty—inside the team and out in the dining room, where guests notice the difference in how the crew communicates and collaborates.

Common traps to avoid—and how to sidestep them

• Public correction: Critiquing a teammate in front of guests or peers erodes trust and creates tension. It’s better to pull someone aside and talk privately, with a quick, respectful recap of the issue and a plan.

• Ambiguous feedback: “Do better” doesn’t help. Be specific about what to change and by when.

• Blame-laden language: Focus on actions, not character. It keeps the conversation constructive and preserves dignity.

• Rushing to punishment: Quick discipline may feel satisfying in the moment, but it rarely changes behavior long-term. Pair feedback with support to foster real improvement.

Turn moments of underperformance into moments of growth

Think of a recent shift you led. Maybe a line got backed up because timing on certain tasks wasn’t coordinated. Rather than letting frustration simmer, you could pause, observe, and then initiate a quick SBI-based conversation. The goal isn’t to “fix the person” on the spot; it’s to align actions with standard practices, instill a sense of ownership, and offer the tools they need to succeed.

If you’re new to leading teams, remember this: the first conversation sets the tone. It’s not about catching someone in a mistake; it’s about inviting them to a process that helps them improve. When you do that well, you’ll see two powerful things happen. First, performance improves because people know exactly what’s expected and how to get there. Second, engagement goes up because teammates feel supported rather than judged. And in a Chick-fil-A setting, that combination translates directly into better guest experiences and a more welcoming team environment.

A few practical scenarios to keep in mind

• The punctuality issue: If someone is consistently late, talk about the impact on line flow and guest wait times. Offer a plan: revised arrival reminders, a buddy system for the starting shift, or a quick pre-shift huddle to align on the day’s priorities.

• The quality control slip: If a cook’s plate is sometimes missing a standard garnish or temp check, partner with them for a one-minute pre-plate checklist you both agree on.

• The guest interaction gap: If a team member’s tone feels off, practice a few customer-facing phrases together. Role-play can be surprisingly effective, especially when it’s light and collaborative.

What to track after the conversation

• The agreed actions: Make sure both you and the teammate leave with a clear set of steps.

• The support provided: Note what coaching, training, or resources were offered.

• The follow-up plan: Schedule a short check-in to assess progress and adjust if needed.

• The impact on guest experience: Look for signs of improvement in guest feedback, line speed, and service warmth.

Let me explain why this approach sticks

Constructive feedback paired with support creates a positive cycle. Improvement comes faster because teammates don’t feel isolated with a problem; they feel paired with a leader who’s invested in their growth. That boosts morale, reduces turnover, and keeps the team focused on delivering the high standard Chick-fil-A is known for. When you handle underperformance this way, you’re not just solving a single issue—you're strengthening the entire crew.

A final thought—and a gentle nudge

If you’re guiding a team, remember that leadership isn’t about being flawless yourself. It’s about showing up consistently, listening well, and providing the right mix of guidance and assistance. When you address underperformance with constructive feedback and genuine support, you model the behavior you want to see: teammates who own their role, lean on each other, and serve guests with a smile that feels as warm as the sauce on a fresh sandwich.

So, here’s the closing question to carry with you: when a teammate stumbles, do you step in with a plan that clarifies, supports, and uplifts? If the answer is yes, you’re already on the path that aligns with Chick-fil-A’s core values and the everyday reality of leading a busy, people-driven operation. You’re doing more than managing a shift—you’re shaping a culture where growth happens one conversation at a time. And that, in the end, might be the most delicious outcome of all.