The Next Cab Off the Rank

What is ‘the next cab off the rank’?

I suppose I better explain what I mean by that. I talk a lot about recruitment and retention, and I know how tough it can be, especially busy in the middle of season.

It’s tough to commit time, and effort to recruitment, onboarding and training; especially with no guarantee that your new recruit will work out.

Conversely, promoting a Sous Chef, Supervisor, Assistant Manager, someone already in the team may seem like a good choice? They’re loyal, they care, they get the culture. So you give them the nod. You promote and back them.

I’ve done it so many times. I’m sure many of you reading this probably have too.

Faced with a good person who we’d all like to see step up, perhaps it’s tempting to jump in that next cab off the rank, and that’s what I mean. However as we’ll explore - despite all the very good and valid reasons to do so - it does come with plenty of risks and pitfalls.

Of course sometimes, it works brilliantly...

I am certainly not saying that you shouldn’t; hiring from within is so cool when it works.

However I am saying: just because someone fits doesn’t mean they’re ready. And when we promote people before they’re equipped, we don’t just risk underperformance, we risk losing someone great altogether. My fear is that isn’t fair; and in the worst case, not only do you end up thinking that individual isn’t capable of stepping up, that person also thinks they’re not capable too.

It’s not about blame, I totally get why it happens.

Like I say, recruitment is brutal. Particularly after this month’s increases, budgets are tighter than ever. Onboarding is expensive and time consuming; and if someone’s been with you through thick and thin, it must feel right to back them. However if we’re honest with ourselves, sometimes we hand them the keys with nothing more than a handshake and a “you’ve got this.”

No structure. No plan. No real clarity on what success looks like.

And that’s where it could unravel.

When someone’s promoted but doesn’t have the skills or support, they often end up firefighting. Their confidence takes a hit. The team notices. We start seeing cracks, not because they’re not committed, but because we’ve set them up without the skills and support, and without a safety net.

What I’ve learned (the hard way) is this:

Promoting someone should come with a support plan.

Not just a new title. Not just a bump in pay. But a clear development plan. Structured support. Time in the diary. Proper KPIs. Clarity around expectations.

Honestly, starting with a really clear Job Description is a vital step that I have too often overlooked. 

Yes, cultural fit is non-negotiable. But skills can’t be assumed—they need to be developed.

So now, when I’m working with clubs and we’re looking at promoting internally, I ask two questions:

1. Do they have the skills to lead this team right now?

2. If not, do we have the structure in place to support them properly?

Because good people are hard to find. And keeping them— really keeping them —means helping them succeed and flourish, and not just crossing our fingers and hoping.

Anyway, I hope that sparks a thought or two for you as well.

Thanks as always for reading.

Tony

Quick one — if you’ve not done this yet, my scorecard helps you spot gaps across guest experience, costs, and day-to-day ops. Takes a few minutes and you’ll get a proper report at the end.