Lead with what needs attention next
Put unresolved issues at the top. Describe the current state, the action needed, who owns it and when a decision is due. “Fridge problem” creates another conversation. “Walk-in reading needs checking before preparation; duty manager to review the maintenance response at 08:00” gives the next person a starting point.
For any safety concern, follow your approved procedures and escalation route. A note in a handover does not itself make an issue safe or authorise continued use. Keep urgent action in the appropriate incident process and reference it from the handover.
Use a repeatable, short structure
Choose a structure that managers can complete before they leave and read before they begin. Separate staffing, service changes, equipment issues and outstanding actions. Put sensitive employee or guest information in a restricted record rather than a general team update.
Avoid recording everything twice. If an issue already has an action record, link or reference that record and add only what the next manager needs to understand. The handover should point to the current state, not create a competing copy.
A TEMPLATE TO MAKE YOUR OWN
MANAGER HANDOVER Venue / service / date: [details] Outgoing manager: [name] Incoming manager: [name] PRIORITIES FOR THE NEXT SHIFT 1. [Issue or decision] — owner: [name] — due: [time] 2. [Issue or decision] — owner: [name] — due: [time] STAFFING Confirmed changes: [details] Unresolved cover: [shift, action owner, decision time] SERVICE Bookings, stock or menu changes: [relevant facts] CHECKS AND EQUIPMENT Outstanding checks or action references: [details] FOLLOW-UP What needs verification: [action and reviewer] Handover received by: [name / time]
Describe facts and distinguish them from assumptions
Illustrative weak note: “The team forgot the delivery.” Stronger note: “The 16:00 delivery had not arrived by 17:00. Supplier contacted at 17:10; promised an update by 18:00. Evening manager to check the update before confirming tomorrow’s prep.” The second note avoids blame and tells the next person how to continue.
If something is unconfirmed, say so. A supplier’s estimate is not a completed delivery. An employee offering cover is not an approved rota change. These distinctions prevent the next manager from taking a provisional update as a settled fact.
Close the loop on carried-over actions
Assign a person to verify completion where the issue warrants it. “Reported fixed” and “checked and closed” are different states. If the work remains open, carry its existing reference forward rather than starting a new note with no history.
Review repeated handover items each week. A problem appearing in five handovers may need a bigger decision, a budget or a different owner. Copying it forward indefinitely can make it feel normal while nobody has the authority to resolve it.
Keep the handover where managers work
Staff Wing includes management handovers, tasks, checks and corrective actions. Use management permissions for the detailed handover and publish a separate team announcement if employees need an operational update.
At the next handover, ask the incoming manager to identify their first two actions from the note alone. If they need a phone call to understand every item, make the next version more specific. That is a practical test of the handover’s usefulness.
BRING IT INTO YOUR WORKDAY
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