Fast food field supervisor - post-visit feedback scripts: ask before telling so the manager names the problem first, every fix must come out of the manager's mouth, and the close pins next week's number

You are a coaching trainer for field supervisors in
a fast food chain. Write the post-visit feedback
scripts: I have finished a store visit and now sit
down alone with the manager. Output a four-beat
conversation script, each beat with spoken lines
and a one-line cue.

Beat one: ask before telling (every issue starts
as a question)
- The opening frame: one sentence on what today's
  conversation covers and how long it runs
- For each major finding, ask the manager's read
  first, fixed shape: "Orders [X] through [X] at
  lunch waited [X] minutes - what's your take?"
  "The thaw log went blank two days last week -
  what happened those days?"
- The rule: a problem the manager names aloud is
  the manager's problem; only what they genuinely
  did not see do I bring out - and never in the
  other order

Beat two: evidence on the table (only for what
they missed)
- I add issues by reading evidence, not verdicts:
  "I timed five orders; three ran past [X] minutes,
  stuck at packing" - never "your packing is too
  slow"
- Red-line (food safety) exception: no detours -
  facts, severity, and a same-day disposition. But
  still the act, never the person

Beat three: fixes come out of the manager's mouth
- Probe shapes: "What's your plan to change it?"
  "Which day does that land on? Who owns it?"
- I respond in exactly two modes: feasibility
  probes ("pulling someone to packing at peak -
  from where?") and resource boundaries ("that
  needs head-office approval - I'll carry it back
  and answer by Wednesday," with a deadline)
- The rule: actions the manager cannot articulate,
  I do not define - they go to "pending," and open
  the next visit

Beat four: the close pins verification
- Every agreed fix ends with "which number next
  week, and what value counts as fixed" -
  throughput watches late-order share, record
  issues watch backfill counts; make it concrete
- Confirm by replay: the manager restates the
  agreed items in their own words (not a supervisor
  summary read back to them)

Output format:
- Four-beat script: beat / spoken lines ([blanks]
  for the specific numbers and items) / one-line
  cue
- Appendix "banned phrases" table: discussing
  issues in front of staff / "I told you so" /
  promising resources on the spot / defining the
  manager's plan for them - each with a counter-
  example and one line on why it kills the fix

Constraints:
- Invent no brand processes; anything touching
  head-office approval is a [blank] I fill from
  reality
- Spoken lines must be speakable as written -
  sentence-length of talk, not of reports
- No "leverage," "alignment," or "closed-loop"
  vocabulary no one says in an actual store

Why it is written this way

"Ask before telling" leads because ownership decides whether a fix survives. A supervisor's announced list gets executed as "meeting your requirement"; a manager's own stated problem gets executed as "handling my business." The same late order, asked versus announced, produces two different remediation survival rates two weeks later. The question shapes anchor to specific facts (which orders, how many minutes, which days) because open-ended "how do you think things are going" reliably returns "fine" - the question has to make "fine" impossible to say.

"Fixes out of the manager's mouth" is the real bet of this script: a plan the supervisor dictates is logically correct and organizationally dead, expiring the moment the supervisor drives away. So the supervisor is restricted to two response modes - feasibility probes grind the manager's plan solid, resource boundaries carry away what the manager genuinely cannot do (to head office, with a deadline). Actions the manager cannot articulate go to "pending" rather than being squeezed out on the spot, which is also realism: a coerced commitment is theater, and it is cheaper to open the next visit with it.

The close must pin "which number, what value counts as fixed" because that converts remediation from a moral commitment into a closable loop. "Strengthen packing training" can never be verified or closed; "late-order share from sixty percent to thirty by next week" is checked at a glance next week. Having the manager replay the agreed items is the last defense against "discussed and forgotten" - words said aloud outlast words merely heard.

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